Building Creative Teams: Motivation Engagement and Retrospectives

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  • Creativity happens alone, inside an individual, lit connection of ideas.
    But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
    "Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen

    Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
  • Creativity happens alone, inside an individual, lit connection of ideas.
    But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
    "Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen

    Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
  • Creativity happens alone, inside an individual, lit connection of ideas.
    But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
    "Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen

    Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
  • Leadership trust – I’m safe at work
    To be honest, we must have trust – otherwise we’re trying not to offend people, trying to be respectful. Don’t share our ideas
    Able - Competent ; Believable: make promises they can keep; Connected – Relate, not distant; Dependable: fulfil their part of the bargain
  • I like my work – towards response
    Status: recognition
  • I want to give my best at work
    Purpose: Must connect to a feeling state - stories
  • We synthesise happiness - able to work with obstacles, don’t need plain sailing, need to see purpose in what we’re doing.
    Story: Architects, surly -> positive & contributing, excited.
  • We synthesise happiness - able to work with obstacles, don’t need plain sailing, need to see purpose in what we’re doing.
    Story: Architects, surly -> positive & contributing, excited.
  • no mechanism for understanding; sandwich effect; mires us in problem thinking
    Retro is a punishment for a bad sprint
    Actions and Ideas limited by lack of safety, but also absence of idea generating process
  • Building Creative Teams: Motivation Engagement and Retrospectives

    1. 1. Building Creative Teams Motivation Engagement & Retrospectives Cara Turner South Africa Agile Coach | User Group Chairman | Rigorous Tinkerer
    2. 2. Three sections: The Mechanics How do we generate new ideas? Motivation at Work Rethink the Retro as a creative tool
    3. 3. What is a retrospective? continuous improvement inspect & adapt regular SMART goals safe space collaborative gather data insights actions
    4. 4. How do we generate new ideas? it's all in the mind
    5. 5. We have ideas all the time… BEING CREATIVE
    6. 6. Things that limit creative thinking Existing neural networks: Our decision-making framework BEING CREATIVE Threat, stress Time
    7. 7. Things that help us let go imagining the future novelty laughter metaphor BEING CREATIVE dissonance play
    8. 8. Having an idea: Metaphor Metaphor helps us to: create language for things we know instinctively Dissonance: Force new connections  Create new options BEING CREATIVE
    9. 9. Having an idea: Imagine the futures BEING CREATIVE Visualization is a key skill for creative thinking
    10. 10. Strengthening Networks BEING CREATIVE Experience & Repetition Play & Association Build habit
    11. 11. One good idea creates another BEING CREATIVE
    12. 12. Innovation is Social BEING CREATIVE Chance favours the connected mind
    13. 13. To generate breakthrough ideas BEING CREATIVE Interrupt our existing patterns Create new patterns incorporating creative thinking Collaborate to shape and share ideas
    14. 14. Read more… • James Zull – The Art of Changing the Brain – From Brain to Mind • John Medina: Brain Rules • Mihaly Czichzentmihaly: Flow • Daniel Kahneman: Thinking, Fast and Slow BEING CREATIVE
    15. 15. Motivation at Work Building a creative-supportive work environment
    16. 16. Ingredients for creative thinking Trust Engagement Drive Bet: how my work will be valued - > what I will share whether I feel valued - > how I'll collaborate the value I find in my work + trust & engagement - > what I’ll invest of myself MOTIVATION
    17. 17. Demotivation at Work MOTIVATION
    18. 18. Building Trust, Engagement & Drive Drive: AMP’d Engagement: SCARF Trust: ABCD MOTIVATION
    19. 19. Trust: ABCD Able Believable Connected Dependable Ken Blanchard - ABCD Trust Model™ “The Foundations” MOTIVATION what I will share
    20. 20. Engagement: SCARF David Rock SCARF Model: “Comfort” Status Certainty Autonomy Relatedness Fairness MOTIVATION how I'll collaborate
    21. 21. Drive: AMP Autonomy Mastery Purpose Daniel Pink Drive: “AMP’d & Ready to Go” MOTIVATION what I’ll invest of myself
    22. 22. Trust, Engagement & Drive • Intrinsically motivated • Collaborative • Skilled team • Ripe for Creativity MOTIVATION
    23. 23. How do you get that? MOTIVATION
    24. 24. Use the Retrospective… Trust Able Believable Connected Dependable Engagement Status Certainty Autonomy Relatedness Fairness Drive Autonomy Mastery Purpose MOTIVATION
    25. 25. Self motivating team Trust Able grow skills Believable attainable goals Connected shared adventure Dependable show up, participate Engagement Status celebrate improvements Certainty set target, measure success Autonomy choose how Relatedness contribute; share adventure Fairness participate, attainable Drive Autonomy choose challenges Mastery understanding, improvements, skills Purpose clear target, team benefit MOTIVATION
    26. 26. Read more… • Daniel Pink: Drive • David Rock: Your Brain At Work • Ken Blanchard: Trust Works • Patrick Lencioni: The 5 Dysfunctions of a Team • Edward Deci: Why We Do What We Do MOTIVATION
    27. 27. Rethink the Retro as a creative tool
    28. 28. Evolution of the Retrospective RETROSPECTIVES
    29. 29. Inspecting and Adapting 1.0 Telling our stories RETROSPECTIVES
    30. 30. Inspecting and Adapting 2.0 Close Explore information, insights and ideas about the topic Narrow the focus, valuable & practical, clarify actions Open Divergent Convergent RETROSPECTIVES Understanding, Collaboration, Facilitation
    31. 31. Inspecting and Adapting 2.0 Set the Scene Agile Retrospectives – Esther Derby & Diana Larson 2006 Close the Retrospective Gather Data Generate Insights Decide what to do RETROSPECTIVES Understanding, Collaboration, Facilitation
    32. 32. Inspecting and Adapting 3.0 Play Make the retro a tinkering space RETROSPECTIVES Create our stories
    33. 33. Inspecting and Adapting 3.0 RETROSPECTIVES Develop fluency and flexibility Complexity Systems thinking Design thinking Innovation etc... Make the retro a tinkering space
    34. 34. “Retro-Spective” Looking back….. Where (some of) the data is RETROSPECTIVES
    35. 35. The Agile Principle “At regular intervals the team reflects on how to become more effective then tunes and adjusts its behaviour accordingly” - The Agile Manifesto RETROSPECTIVES
    36. 36. What if: we make future our focus? RETROSPECTIVES
    37. 37. Write a Goal hypothesis “By [implementing our goal] we expect [this result]” (Pass conditions) What we’ll see if we’re right / What we’ll see if we’re wrong (Fail conditions) RETROSPECTIVES The Future (1) Explicit Bets [review results]
    38. 38. What could we do to make this happen? How can we prepare? Resilience RETROSPECTIVES The Future (2) Imagine the Futures What could we do if this happens?
    39. 39. The Future (3) Getting Really Creative RETROSPECTIVES Ideate
    40. 40. Creative Thinking Format Validate Evaluate Elaborate Ideate Select Open RETROSPECTIVES
    41. 41. Activities you can try Ideatoons False Faces Forced Connection Body storming Product Box Lego Ritual Dissent Lean canvas Empathy Map Improv IDEO Matrix RETROSPECTIVES Combininations Perspective shift Dissonance Imagination Visualization
    42. 42. What does that look like? RETROSPECTIVES
    43. 43. Open: Improv Stories: Accept and Build Improv Story “Yes, and…” Improv Drawing RETROSPECTIVES Seeding
    44. 44. Ideate: Generate ideas • Ideatoons • False Faces • Forced Connection RETROSPECTIVES
    45. 45. Ideate State the challenge Clarify the frame Shift the thinking perspective Reassess what we know Draw new connections RETROSPECTIVES
    46. 46. Ideate: Ideatoons State challenge Need more ice cream List attributes Draw symbols hungry sweet delivery urgency hungry sweet delivery urgency love packaging cold love packaging cold Experiment with combinations Send ice-cream to a loved-one Sweet mix that you mix & freeze instantly Ice cream delivery service Instant ice cream RETROSPECTIVES delivery love sweet cold packaging
    47. 47. Ideate: False faces State challenge Client reprioritizes then loses touch with planning List assumptions Prioritizing new work delays planned work We send a build twice per sprint Reverse (write in the negative) How could the world be different for the reverse to be true? “We don’t send a build twice / sprint” Only send one build / sprint Send multiple builds / sprint Client could build on demand –> upload changes to a central server -> Sprint length is three weeks We could change our sprint length & send one build per sprint RETROSPECTIVES
    48. 48. Elaborate: Try ideas out • Body Storming • Lego • Product Box RETROSPECTIVES
    49. 49. Elaborate: Body storming Experiential Prototyping Act out an interaction with the product Surfaces tacit assumptions RETROSPECTIVES Capture as you go Overall shape of the idea Questions to answer
    50. 50. Validate • Empathy Map • Ritual Dissent / Play the Critic • Lean Canvas RETROSPECTIVES
    51. 51. Validate: Empathy Map Flesh out the detail; picture the future Surfaces incorrect assumptions & hidden opportunities RETROSPECTIVES
    52. 52. Evaluate • IDEO - Feasibility • SAFE / BOLD RETROSPECTIVES
    53. 53. Evaluate RETROSPECTIVES
    54. 54. Creative Thinking Format Elaborate Validate Ideate Select Open RETROSPECTIVES Evaluate
    55. 55. Retrospectives 3.0 Focus on the Future rather than the past Focus on Play rather than problems Focus on Ideas rather than analyses RETROSPECTIVES
    56. 56. Read more… • Michael Michalko: Thinkertoys • Patricia Ryan Madson: Improv Wisdom • Dave Gray: Gamestorming • Edward De Bono: How to Have Creative Ideas • Esther Derby & Diana Larson: Agile Retrospectives • Jean Tabaka: Collaboration Explained • Norm Kerth: Project Retrospectives • facilitatingagility.com - tastycupcakes.com innovationgames.com - retromat.com RETROSPECTIVES
    57. 57. So what does all this mean?
    58. 58. To change our futures have a practical play structure in a motivating environment supporting creative thinking and create our own stories…
    59. 59. special thanks to Linda Rising whose talks at Agile India 2013 inspired this talk Book: Fearless Change Patterns for Introducing New Ideas
    60. 60. Get in Touch Creative geniuses do not wait for the gifts of chance; instead, they actively seek the accidental discovery. Cara Turner - Michael Michalko Cape Town, South Africa projectcodeX.co sugsa.org.za twitter: @cara_faye facilitatingagility.com slideshare.net/carafaye

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