Agile Learning from Agile 2009

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Presentation on building a learning culture melding principles & practices from systems thinking, Satir, Shu Ha Ri. Ends with a learning map you can use to help build a learning culture on your agile team.

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Agile Learning from Agile 2009

  1. 1. Learning is key to agile success<br />building a learning culture on your agile team<br />Declan Whelan<br />
  2. 2. Overview<br />
  3. 3. Agile Manifesto<br />We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: <br />Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan <br />That is, while there is value in the items on the right, we value the items on the left more.<br />Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland. Dave Thomas<br />© 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. <br />
  4. 4. Satir Change Model<br />Learning<br />Source: http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html<br />
  5. 5.
  6. 6. Continuous Learning<br />
  7. 7. Learning<br />Value<br />
  8. 8. Learning <br />study<br />accumulate<br />knowledge<br />bird leaving<br />nest<br />child in<br />doorway<br />youth<br />practice continuously<br />
  9. 9. Culture<br />Language<br />Arts & sciences<br />Thought<br />Spirituality<br />Social activity<br />Interaction<br />
  10. 10. Learning Culture<br />“ … where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learntogether”<br />Peter Senge<br />The Fifth Discipline<br />
  11. 11. Why do We Learn?<br />Maslow&apos;s<br />Hierarchy<br />of Needs<br />Source: http://en.wikipedia.org/wiki/Abraham_Maslow<br />
  12. 12. What do We Need to Learn?<br />
  13. 13. How do We Learn?<br />Auditory<br />Kinesthetic<br />Visual<br />
  14. 14. How Do We Learn?<br />
  15. 15. L Brain R Brain<br />Logical<br />Sequential   <br />Rational<br />Analytical<br />Objective<br />Looks at parts<br />Random   <br />Intuitive<br />Holistic<br />Synthesizing<br />Subjective<br />Looks at wholes<br />
  16. 16. When Do We Learn?<br />Standups<br />Project Chartering<br />Retrospectives<br />Daily<br />Work<br />Planning Meetings<br />Demos<br />
  17. 17. Dreyfus Skill’s Acquisition<br />Expert<br />Proficient<br />Competent<br />Advanced<br />Beginner<br />Novice<br />Source: Andy Hunt (2008), Pragmatic Thinking & Learning: Refactor Your Wetware<br />
  18. 18. Skills Distribution<br />
  19. 19. Shu Ha Ri<br />Following<br />Breaking Away<br />Fluent<br />Source: http://en.wikipedia.org/wiki/Shuhari<br />
  20. 20. Beginner’s Mind<br />“In the beginner&apos;s mind there are many possibilities, in the expert&apos;s mind there are few.”<br />Shunryu Suzuki<br />
  21. 21. The Learning Organization<br />
  22. 22. Competence & skills<br />Personal growth & learning<br />Commitment to truth<br />Commitment to the whole<br />Compassion<br />Continually:<br />Clarifying what is important<br />Learning how to see reality more clearly<br />Personal Mastery<br />
  23. 23. The Cave<br />
  24. 24. The Learning Organization<br />
  25. 25. The Learning Organization<br />
  26. 26. The Learning Organization<br />
  27. 27. Team Learning<br />
  28. 28. Team Learning<br />
  29. 29. Discussion<br />Dialog<br />
  30. 30. The Learning Organization<br />
  31. 31. Defensiveness<br />Current understandingand behaviour<br />Perceived needfor new understandingand behaviour<br />Defensiveroutine<br />Learning gap<br />Delay<br />Need for inquiry<br />and change<br />Threat<br />
  32. 32. Domain of Action<br />Guiding ideas<br />Organizational structure<br />Theory, methods & tools<br />Innovations in infrastructure<br />
  33. 33. Domain of Enduring Change<br />Skills & capabilities<br />Awareness & sensibilities<br />Deep learning cycle<br />Attitudes & beliefs<br />
  34. 34. Guiding Ideas<br />Starts with<br />Vision<br />Value<br />Purpose<br />Not “maximizing shareholder value”<br />Ongoing process … <br />Three key ideas<br />Primacy of the whole<br />Community nature of the self<br />Generative power of language<br />
  35. 35. Theory, Methods & Tools<br />Theories<br />Agile, lean principles, 5 disciplines<br />Methods & Tools<br />Agile, lean practices & tools<br />Applies self-referentially to 5 disciplines<br />
  36. 36. Innovations in Infrastructure<br />Team structures<br />Whole team<br />Colocation etc.<br />Scrum of scrums<br />HR evaluation and compensation<br />Explicit infrastructure to support learning<br />Practice fields<br />
  37. 37. Results<br />Guiding ideas<br />Skills & capabilities<br />Awareness & sensibilities<br />Organizational structure<br />Deep learning cycle<br />Theory, methods & tools<br />Innovations in infrastructure<br />Attitudes & beliefs<br />Implicit order<br />
  38. 38. Curiosity<br />Wonder<br />Experimentalism<br />
  39. 39. Learning Culture Map <br /> Intentional<br /> Incremental<br />accumulate<br />knowledge<br />bird leaving<br />nest<br />child in<br />doorway<br />youth<br />Infrastructure<br />Individual Safety<br />
  40. 40. Learning Culture Map <br />
  41. 41. Intentional<br />
  42. 42. Retrospectives<br />
  43. 43. Prime Directive<br />“Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”<br />
  44. 44. Retrospective Format<br /><ul><li>Set the stage
  45. 45. Gather data
  46. 46. Generate insights
  47. 47. Decide what to do
  48. 48. Close</li></li></ul><li>Exercise the R Brain<br />Inspired by Mike Russell @ Agile2009 &quot;Face Culture or Face Failure&quot;<br />
  49. 49. Coach<br />Source: (2009) Rachel Davies, Liz Sedley<br />
  50. 50. Teach<br />“Teachers are architects building concepts and ideas into the minds of their listeners”<br />Phil Geldart, Eagles Flight<br />Source: Phil Geldhart, “In Your Hands”<br />
  51. 51. Infrastructure<br />
  52. 52. Integrate Learning and Working<br />Pairing<br />Planning Sessions<br />Standups<br />Demos<br />
  53. 53. Create Practice Fields<br />Initial training<br />Simulations<br />Games<br />
  54. 54. Create Learning Sessions<br />Brown bags<br />Study groups<br />Etudes<br />Road trips<br />
  55. 55. Create Learning Workspace<br />Big Visible Charts<br />Information Radiators<br />In Your Space<br />e-Forum<br />
  56. 56. Accommodate Learning Styles<br />Auditory<br />Kinesthetic<br />Visual<br />
  57. 57. Incremental<br />
  58. 58. Individual Safety<br />
  59. 59. “Gleeful calamity”<br />&quot;Success is in the doing and failures are celebrated and analyzed. Problems become puzzles and obstacles disappear“<br />&quot;Nothing ever turns out as planned ... ever“<br />&quot;Decoration of the unfinished project is a kind of conceptual incubation. From these interludes come deep insights and amazing new approaches&quot;<br />GeverTulley video on tinkering school:<br />Chaordic Learning: Tinkering<br />http://www.ted.com/talks/gever_tulley_s_tinkering_school_in_action.html<br />
  60. 60. Individual Safety<br />
  61. 61. Virginia Satir<br />“Feelings of worth can flourish only in an atmosphere where individual differences are appreciated, mistakes are tolerated, communication is open, and rules are flexible - the kind of atmosphere that is found in a nurturing family.”<br />
  62. 62. Building Safety and Trust<br />competence, reliability, forthrightness, mutual regard<br />context sensitive<br />self-disclosure<br />time<br />Source: George Dinwiddie: http://blog.gdinwiddie.com/2008/12/03/aye-2008-the-magic-chemistry-of-teams<br />
  63. 63. Personal History Exercise<br />
  64. 64. Summary<br />
  65. 65. “Our tendency is to be interested in something that is growing in the garden, not in the bare soil itself. <br />But if you want to have a good harvest, the most important thing is to make the soil rich and cultivate it well.”<br />Shunryu Suzuki<br />
  66. 66. Thanks!<br />What did you like best?<br />What suggestions do you have?<br />What questions do you have?<br />Declan Whelan<br />dpwhelan@dpwhelan.com<br />Twitter: dwhelan<br />http://www.dpwhelan.com/blog<br />

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