Think Like an Agilist: Practicing
Agile culture using difficult scenarios
Jason Yip
jcyip@thoughtworks.com
j.c.yip@compute...
Raise your hand if you believe
culture is important for Agile
Think about what how you
understand what is meant by
“culture”.
Raise your hand once it’s clear in
your head.
Keep your hand up if you believe
that your understanding is the
same as everyone in the room
“We don’t have a clear
understanding of culture.”
“BUT we definitely
consider culture
important”
“We don’t have a shared
u...
Edgar Schein: 3 Levels of Culture
Artefacts

Visible organisational
structures and processes

Espoused
Values

Strategies,...
IF the foundations of “culture” are
assumptions…
THEN in order to understand Agile
culture, we need to understand the
unde...
Think Like an Agilist is an
approach I’ve created to expose
how we think about a situation in
order to allow us to practic...
Let’s try it!
Thinker:
Respond to the scenario using
think-aloud
Scribe (1 or more):
Capture the thoughts; remind
Thinker to think-aloud
Think Aloud Protocol

• Describe what you are thinking, feeling,
noticing, questioning so that the Scribe
can capture it

...
But if you were thinking aloud, we
can see that you didn’t think of
that and didn’t consider it
Warning! Scenarios may will be
more unfair than reality

• No body language to read
• No other background available
• Not ...
Too easy!
Can’t learn

Too hard!
Can’t learn
Maximum learning
(via failures)
SCENARIO ONE
Think Aloud Protocol Template

• Describe what you are thinking, feeling,
noticing, questioning so that the Scribe
can cap...
DISCUSSION ONE
Assess the response
•
•

•

What did you like about how the Thinker responded? What were
the strengths in his / her respon...
END SCENARIO ONE
How many people learned
something about their underlying
assumptions that they did not
previously know?
How many people will approach new
scenarios differently?
SCENARIO TWO
DISCUSSION TWO
Assess the response
•
•

•

What did you like about how the Thinker responded? What were
the strengths in his / her respon...
END SCENARIO TWO
Overall impressions?
Adjustments if you do this yourself

•
•
•

Use small groups (3 – 4)
Use your own scenarios
Focus on the specific culture ...
KEY TAKEAWAYS
Classroom study
(basic concepts)
Practice difficult scenarios
(aka Think Like an Agilist)
(expose weakness in culture)

Ag...
Consider how you think and what
you believe (aka foundation of
culture) not just what you do (aka
artefacts of culture)
THE END
Think Like an Agilist - Agile Sydney 2014
Think Like an Agilist - Agile Sydney 2014
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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.

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.

Published in: Business, Technology, Education
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  • Small groups 5, intro first
  • Think Like an Agilist - Agile Sydney 2014

    1. 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. 2. Raise your hand if you believe culture is important for Agile
    3. 3. Think about what how you understand what is meant by “culture”. Raise your hand once it’s clear in your head.
    4. 4. Keep your hand up if you believe that your understanding is the same as everyone in the room
    5. 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. 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. 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. 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. 9. Let’s try it!
    10. 10. Thinker: Respond to the scenario using think-aloud Scribe (1 or more): Capture the thoughts; remind Thinker to think-aloud
    11. 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. 12. But if you were thinking aloud, we can see that you didn’t think of that and didn’t consider it
    13. 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. 14. Too easy! Can’t learn Too hard! Can’t learn Maximum learning (via failures)
    15. 15. SCENARIO ONE
    16. 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. 17. DISCUSSION ONE
    18. 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. 19. END SCENARIO ONE
    20. 20. How many people learned something about their underlying assumptions that they did not previously know?
    21. 21. How many people will approach new scenarios differently?
    22. 22. SCENARIO TWO
    23. 23. DISCUSSION TWO
    24. 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. 25. END SCENARIO TWO
    26. 26. Overall impressions?
    27. 27. Adjustments if you do this yourself • • • Use small groups (3 – 4) Use your own scenarios Focus on the specific culture you want
    28. 28. KEY TAKEAWAYS
    29. 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. 30. Consider how you think and what you believe (aka foundation of culture) not just what you do (aka artefacts of culture)
    31. 31. THE END
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