Think Like an Agilist - Agile Sydney 2014

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Culture is not just visible artefacts and behaviour, value statements, and culture books. The foundation of culture is our underlying mental processes, beliefs, and assumptions. …

Culture is not just visible artefacts and behaviour, value statements, and culture books. The foundation of culture is our underlying mental processes, beliefs, and assumptions.

Think Like an Agilist is an exercise using difficult scenarios, and think-aloud protocol, to expose and allow us to examine and practice adjusting our assumptions (aka culture).

Agile Sydney 2014 version.

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  • Small groups 5, intro first

Transcript

  • 1. Think Like an Agilist: Practicing Agile culture using difficult scenarios Jason Yip jcyip@thoughtworks.com j.c.yip@computer.org @jchyip http://jchyip.blogspot.com
  • 2. Raise your hand if you believe culture is important for Agile
  • 3. Think about what how you understand what is meant by “culture”. Raise your hand once it’s clear in your head.
  • 4. Keep your hand up if you believe that your understanding is the same as everyone in the room
  • 5. “We don’t have a clear understanding of culture.” “BUT we definitely consider culture important” “We don’t have a shared understanding of culture.”
  • 6. Edgar Schein: 3 Levels of Culture Artefacts Visible organisational structures and processes Espoused Values Strategies, goals, philosophies Underlying Assumptions Unconscious, taken for granted beliefs, perceptions, thoughts, and feelings
  • 7. IF the foundations of “culture” are assumptions… THEN in order to understand Agile culture, we need to understand the underlying assumptions of Agile
  • 8. Think Like an Agilist is an approach I’ve created to expose how we think about a situation in order to allow us to practice Agile culture
  • 9. Let’s try it!
  • 10. Thinker: Respond to the scenario using think-aloud Scribe (1 or more): Capture the thoughts; remind Thinker to think-aloud
  • 11. Think Aloud Protocol • Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it • • • • What do you notice? want? suspect? What questions do you have? What actions would you take? What else is passing through your head?
  • 12. But if you were thinking aloud, we can see that you didn’t think of that and didn’t consider it
  • 13. Warning! Scenarios may will be more unfair than reality • No body language to read • No other background available • Not allowed to ask for clarification (you can actually ask, but I likely won’t clarify)
  • 14. Too easy! Can’t learn Too hard! Can’t learn Maximum learning (via failures)
  • 15. SCENARIO ONE
  • 16. Think Aloud Protocol Template • Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it • • • • What do you notice? want? suspect? What questions do you have? What actions would you take? What else is passing through your head?
  • 17. DISCUSSION ONE
  • 18. Assess the response • • • What did you like about how the Thinker responded? What were the strengths in his / her response? What did you not like about how the Thinker responded? What were the weaknesses in his / her response? What do the Thinker’s responses communicate about his/her underlying assumptions?
  • 19. END SCENARIO ONE
  • 20. How many people learned something about their underlying assumptions that they did not previously know?
  • 21. How many people will approach new scenarios differently?
  • 22. SCENARIO TWO
  • 23. DISCUSSION TWO
  • 24. Assess the response • • • What did you like about how the Thinker responded? What were the strengths in his / her response? What did you not like about how the Thinker responded? What were the weaknesses in his / her response? What does the Thinker responses communicate about his/her underlying assumptions?
  • 25. END SCENARIO TWO
  • 26. Overall impressions?
  • 27. Adjustments if you do this yourself • • • Use small groups (3 – 4) Use your own scenarios Focus on the specific culture you want
  • 28. KEY TAKEAWAYS
  • 29. Classroom study (basic concepts) Practice difficult scenarios (aka Think Like an Agilist) (expose weakness in culture) Agile simulation / project (get comfortable putting it all together)
  • 30. Consider how you think and what you believe (aka foundation of culture) not just what you do (aka artefacts of culture)
  • 31. THE END