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The Core Protocols Zen

The Core Protocols Zen



This presentation is about the core protocols.

This presentation is about the core protocols.
A way to go sane through the storming fase of a groups life cycle.



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  • JB Tweet had a big impact on my presentation.
  • Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
  • FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.
  • Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
  • Shared Vision is a state, not a statement
  • Shared Vision is a State not a statement
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • Remember the social connections that Juta talked aboutStory of discussion with Els in the morningI’ll check inI’m GLAD that I’m at Agile Eastern EuropeI’m SAD, AFRAID that Tom Poppendieck had a stroke last weekI’m GLAD he’s OK nowI’m SAD I could not play my leadership GameI’m GLAD, AFRAID this gave me the opportunity to create this talkI’m AFRAID as this is the first iteration of this talkI’m GLAD I did a lot of dry run’sI’m MAD & GLAD JB tweet has moved me to change my slidesI’m AFRAID I changed my talk after my last Dry RUNI’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I wo’nt see my family for 5 daysI’m GLAD to see so many people in this roomI’m IN
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • In eight of the nine tasks we examined across the three experiments higher incentives led to worse performance
  • Instead of adding head count, make the heads we have count
  • Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
  • Seek first to understandThen to be understood
  • How did you recognize that trust?What did that level of trust do for the team?
  • Also known as the law of 2 feet

The Core Protocols Zen The Core Protocols Zen Presentation Transcript