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Collaboration through Conflict
Evolving Better Teams
Mark Kilby
October 15, 2013
AgileOrlando.com co-founder

Mark Kilby
Enterprise Agile Coach
Software since 1990;
Coaching since 2003

Mark@LeadingAgile...
Seen these results
with teams?
Storm patterns
Purpose today is to…
• Better understand the relationship
between Conflict & Collaboration
• Give you and your teams sever...
Benefit

Teams that can deliver
in any conditions
Agenda
1. Understand Types of
Conflict and Collaboration
2. Values & Conflict
3. When Things Still Go Wrong
Understand Types of

CONFLICT AND
COLLABORATION
Jean Tabaka

Agile Fellow
Rally Software
Our point of view…
Collaboration invites Conflict

Forming
Storming

Performing

Norming
We cannot avoid
storms of
conflict…
SOURCES of

CONFLICT
Values

Data

Interests

Christopher
Moore’s
“The Mediation Process:
Practical Strategies for
Resolvi...
SOURCE of

CONFLICT:
DATA
• lack of information

Values

Data

Interests

Relationship

Structural

2 ways it shows up:
1....
Day-to-Day

Information Radiators
38

96

8
6

Release Burndown

Sprint Burndown

6

5

Velocity Trend
Driven by other

Information Radiators
Story Backlog

Task Backlog

In Process

Task

Can everyone
update?
User
Story

Use...
Driven by other

Information Radiators
Story Backlog

Task Backlog

In Process

8

Task

Can everyone
update?

User
Story
...
If not, DATA is not truly visible
Information Radiators
are WRONG
38

96

8
6

Release Burndown

Sprint Burndown

6

5

Ve...
If not, DATA is not truly visible
Information Radiators
are WRONG
38

96

Release Burndown

Are you
surprised by
what you
...
If not, DATA is not truly visible
Information Radiators
are WRONG
38

96

8

Release Burndown

CONFLICT
by
DATA
Sprint Bur...
In Collaboration Events:

Listing and Brainstorming

Values

Data

Interests

Relationship

Structural

Facilitator

Gathe...
In Collaboration Events:

Listing and Brainstorming
Can everyone
update?

Is everyone
updating?

Our list
_________
______...
In Collaboration Events:

Listing and Brainstorming
Can everyone
update?

(if not)

CONFLICT
by
DATA
Is everyone
updating?...
SOURCE of

CONFLICT:

Relationship

• strong emotions,
misperceptions, or stereotypes

Values

Data

Interests

Relationsh...
Day-to-Day

Relationship Challenges
Can you believe what
(Dev/QA/etc.) did?
Guess WHO
botched the build
again?

Management...
Day-to-Day

Relationship Challenges
Can you believe what
(FAVORITE SCAPEGOAT ROLE) did?

CONFLICT
Guess WHO
of botched the...
Day-to-Day
Relationship Builders
Preemptive: Working Agreements
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Who moves stories in our tr...
In Collaboration Events:

Safety Checks

Values

Data

Interests

Relationship

Structural

Facilitator

Do we all feel sa...
In Collaboration Events:

Safety Checks
Level

Description

5 - Secure

I feel free to discuss anything.

4 - Safe

I can ...
In Collaboration Events:

Safety Checks
Level

Description

Votes

5 - Secure

I feel free to discuss anything.

XXX

4 - ...
SOURCE of

CONFLICT:
Structural

• Someone of unequal power in
the conversation
• Management, senior staff

2 ways it show...
Day-to-Day

Going to the Gemba
Gemba – “the real place”
Going to Gemba (Lean) - purposely
observing how people work
togeth...
Day-to-Day

Going to the Gemba

As a manager, …
Do you mingle with your staff daily?
Do you ask questions that allows
ever...
Day-to-Day

Powerful Questions
Scenario

Instead of asking…

Try asking…

Team has been in
conversation for a while
and yo...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements

Senior Staff

Facilitator

Values

Data

Interests
...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
Purpose
To decide/plan/learn/
evaluate ___________
S...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
We should discuss
XYZ now!

Purpose
To decide/plan/l...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
Purpose
To decide/plan/learn/
evaluate ___________

...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
If it is part of the purpose and
agenda, show where ...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
If it does not, ask to put it in the
Parking Lot to ...
In Collaboration Events:

Clear Purpose, Agenda, &
Working Agreements
In the “Close”, clear the Parking Lot by
asking the ...
SOURCE of

CONFLICT:
Interests

Values

• competition for resources;
scarcity mindset

Data

Interests

Relationship

Stru...
Day-to-Day
Reactions to
Scarcity

“I don’t see a problem with
our resources.”
Day-to-Day
Reactions to
Scarcity

“Management will not give
us what we need.”
Day-to-Day
Reactions to
Scarcity

“I can’t do better since I
don’t have what I need.”
Day-to-Day
Reactions to
Scarcity
“I just can’t seem to
convince people we need
this.”
Day-to-Day
Reactions to
Scarcity
“I have to fight for my team
to get what they need.”
Day-to-Day
Reactions to
Scarcity
“This is hopeless. I’m just
doing the minimum until
something better comes
along.”
Day-to-Day

Reactions to
Scarcity
We all get “stuck” at one
of these place
Day-to-Day

Anxiety
about

Perceived
Scarcity
Day-to-Day
Learning
Anxiety

When we realize we are
stuck, we have an
opportunity to learn
about our model of the
problem
Day-to-Day
Learning
“I wonder how I can show
a return on investing in
these resources?”
“I wonder who I’m not
considering ...
Day-to-Day
Learning

“I wonder what I’m not
seeing to help us get what
we need?”
Day-to-Day
Learning
Anxiety

“An upset is an
opportunity to
learn”
- Christopher Avery
In Collaboration Events:

Making All Views Visible in a
Debate
Facilitator

Values

Data

Interests

Relationship

Structu...
In Collaboration Events:

Making All Views Visible in a Debate
Here is
the way
it is!!!

A

You’re
wrong!!!

B
In Collaboration Events:

Making All Views Visible in a Debate

!!!

!!!

!!!

A

B

!!!
!!!

!!!
In Collaboration Events:

Making All Views Visible in a Debate

!!!

!!!

!!!

A

!!!

CONFLICT
of !!!
INTERESTS
!!!

B
In Collaboration Events:

Making All Views Visible in a Debate
!!!Are you willing
to work this out?

A

B
In Collaboration Events:

Making All Views Visible in a Debate

Yes

A

Yes

B
In Collaboration Events:

Making All Views Visible in a Debate
A point of view
__________________
__________________
_____...
In Collaboration Events:

Making All Views Visible in a Debate
A point of view
__________________
__________________
_____...
In Collaboration Events:

Making All Views Visible in a Debate
B point of view
__________________
__________________
_____...
In Collaboration Events:

Making All Views Visible in a Debate
B point of view
__________________
__________________
_____...
In Collaboration Events:

Making All Views Visible in a Debate
B point of view
__________________
__________________
_____...
In Collaboration Events:

Making All Views Visible in a Debate
B point of view
__________________
__________________
_____...
Navigating
CONFLICT
• DATA– lack of information
• Approaches: Information Radiators
equally updated, Brainstorming &
Listi...
Understand

VALUES & CONFLICT
Values
CONFLICT
Values

• Most challenging form of
conflict
• Approaches: prioritization
techniques, affinity grouping in
...
Values of AgileManifesto.org
We are uncovering better ways of developing products by doing it
and helping others do it. Th...
Scrum Values

Lean Software Principles

Commitment
Focus
Openness
Respect
Courage

Eliminate waste

Amplify learning
Decid...
The problem with “giving” values…

• They may not stick with the team

• We may not know what we value
• We can’t be sure ...
A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:

CORE

• Elevating Purpose
...
A (working) model of how teams
evolve

What’s in it
for me?

Drawn to the
purpose of
the group.

Performing

Norming

CORE...
A (working) model of how teams
evolve

Some leaders
can get here

CORE

CORE is “what binds the group
together” and can in...
A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
• Elevating Purpose
• Colle...
TO ANTICIPATE THE “BIG STORMS”
WITHIN THE TEAM…

WE NEED TO MAP
OUR VALUES
A quick walk
through…

1-to-1: Mountains & Valleys

MAPPING YOUR VALUES
S

Euphoric

A
T
I

S
F
TIME

A

1993

2003

C
T
I
O
N
Tragic
Adapted from http://www.culturesync.net/happiness

2013
S

Euphoric

A
T
I

S
F
TIME

A

1993

2003

C
T
I
O
N
Tragic
Adapted from http://www.culturesync.net/happiness

2013
S

Euphoric

F

A

E

C

T
I

A

S
F

TIME

A

1993

2003

C
T
I
O

B

N
Tragic

D
Adapted from http://www.culturesync.net...
Event A – Values (+)
Referred / Trust
Explore
Proving Self

Event B – Values (-)

Event C – Values (+)
New Path / Explore ...
Event A – Values (+)
Referred / Trust
Explore
Proving Self

Event B – Values (-)
Loyalty / Trust
Humility

Event C – Value...
VALUES CHART
Event A - Values

Event D - Values
Valued / Trust

Referred / Trust
Explore
Proving Self

Event B - Values
Lo...
VALUES CHART
Event A - Values
Referred / Trust
Explore
Proving Self

Event D - Values
Valued / Trust
EXPLORING TO LEARN
AP...
EXPLORING TO LEARN
APPRECIATED FOR SERVING

CO-CREATING
TRUST IN RISK
RESPECTING ALL

CORE
VALUES
Next...

MAP TEAM VALUES
1) Convert Values to Preferences
• Think back to Core Values
CORE VALUES
CO-CREATING

EXPLORING TO LEARN
1) Convert Values to Preferences
• In what “context” will you be working together?
CORE VALUES

Context:
Project:

CO-CREA...
1) Convert Values to Preferences
• Express your values as preferences
CORE VALUES

Context: Preference
Project: I would ra...
Making it Visible:

Values Constellations

I prefer to pair

Demo
Note: Multiple ways to use this technique
http://tinyurl...
Pay attention to…
Who is close to center?

Who is far away?
Pay attention to…
Who is close to center?

Who is far away?
When does the team
“come together”?
(Shared Value)
Pay attention to…
Who is close to center?

Who is far away?
When does the team “come
together”?
(Shared Value)
When does t...
Pay attention to…
Who is close to center?

Who is far away?
When does the team
“come together”?
(Shared Value)
When does t...
WHEN THINGS STILL GO
WRONG
Learning
Anxiety

“An upset is an
opportunity to
learn”
1) Keep DATA visible always
2) Develop cross-functionality & check
safety in RELATIONSHIPS
3) Go to the gemba, ask powerfu...
Allows you to
chase the storms
of conflict to
evolve your teams
LIFE WITHOUT CONFRONTATION IS
DIRECTIONLESS, AIMLESS, PASSIVE.
WHEN UNCHALLENGED, HUMAN
BEINGS TEND TO DRIFT, TO WANDER
OR...
AgileOrlando.com co-founder

Mark Kilby
Enterprise Agile Coach

THANKS!

Mark@LeadingAgile.com
@mkilby– twitter
Linkedin.c...
References:
Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Tran...
Collaboration Through Conflict - SFAA 2013
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Collaboration Through Conflict - SFAA 2013

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Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration

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  • - Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 50)>20 years in software asdeveloper, architect, project manager, rocket scientist, ScrumMaster, Product OwnerStarted agile coaching in 2003 with Extreme Programming and ScrumCSM since 2005, Scaled Agilist, Leadership Gift Practitioner, member of Agile Alliance, Scrum Alliance, ACM, IEEEco-founder of Agile Orlando and host of Lean Coffee Orlando
  • Do some of your team results look like this? Do you find that sometimes teams implode due to “unexplainable” circumstances? This is a photo from the results of a hurricane that struck Galveston, TX in 1900. In these days, hurricanes were equally unexplainable. You could only clean up the damage afterwards.
  • These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
  • Let’s discuss the relationship between conflict and collaboration
  • We’ve had several conversations on this and our point of view is…
  • But in order to go from Storming to Norming and then Performing, the teams must have constructive conflict
  • Jean introduced me to another interesting book on conflict and shared some of her insights on how facilitation can be used.
  • Let’s review
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Many people start their agile journey learning about the values and principles of the Agile Manifesto
  • Different agile/lean methodologies talk about different values and principles. These help guide teams and organizations on what to change and when.But do they stick? Do teams and organizations really embrace them?
  • Better to find out what you value first
  • What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • So let me do a VERY QUICK WALK THROUGH of one exercise to map your values. It’s called the Mountains and Valleys exercise from the book Tribal Leadership. Lyssa Adkins describes a similar exercise called “Journey lines” in her book Coaching Agile Teams. Mountains and Valleys goes a bit further. There are many other ways to do this, but I find this one very straightforward for most people.
  • Consider a timeline of your life. The vertical access would measure how satisfied you were with certain events in your life.
  • Next, think of a few key MILESTONE events in your life that were extremely low satisfaction, devastating or even tragic FOR YOU.Place a point on the Timeline representing each event. The “depth” represents how dissatisfying or tragic the event was.
  • Then you want to label each event.
  • For the negative events, what was missing the most? Again, try to use phrases instead of single words.
  • For the negative events, what was missing the most? Again, try to use phrases instead of single words.
  • You may even want to sit with someone you trust and have them ask open powerful questions as to what was going on. 5 Whys can work here as well. You will likely come up with more values for each event. Then try to identify what patterns you are seeing across the different events.
  • Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • People will still blow up at times. Maybe even you will. You have to show it’s ok to “fail” and that it’s an opportunity to learn. In the Responsibility Process, Christopher Avery describes how “lay blame”, “justify”, “shame”, “obligation” and “quit” are all natural responses, but none of them allow us to learn what is truly going on. They are coping mechanisms. Only until we recognize these states and give them up do we finally see true options to solve the problem.
  • Actions to take in taking a team to the “next level”
  • - Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 50)>20 years in software asdeveloper, architect, project manager, rocket scientist, ScrumMaster, Product OwnerStarted agile coaching in 2003 with Extreme Programming and ScrumCSM since 2005, Scaled Agilist, Leadership Gift Practitioner, member of Agile Alliance, Scrum Alliance, ACM, IEEEco-founder of Agile Orlando and host of Lean Coffee Orlando
  • Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010. Addison-Wesley. A great reference for coaches and scrummastersAvery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001.Berrett-Koehler Publishers – A great book for anyone to learn more about how to work effectively on teams.Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new teams, this is the book to get. Diana and Ainsley are masters of getting teams successfully launched.Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look hereMcCarthy, Jim and Michele. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. 2002. Addison-Wesley – this core protocols may not be for everyone, but they are another approach to help form strong high-performing teamsMezick, Dan. The Culture Game: Tools for the Agile Manager. 2012 – I would recommend this to a scrummaster or coach who has been working with teams for a while and wants to consider ways of changing the culture.Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006.Addison-Wesley – If you are new to a Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetingsWarren, Caleb , McGraw,A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs CognSci2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Availableat:http://ssrm.com/abstract=1995781
  • Transcript of "Collaboration Through Conflict - SFAA 2013"

    1. 1. Collaboration through Conflict Evolving Better Teams Mark Kilby October 15, 2013
    2. 2. AgileOrlando.com co-founder Mark Kilby Enterprise Agile Coach Software since 1990; Coaching since 2003 Mark@LeadingAgile.com @mkilby– twitter Linkedin.com/in/mkilby http://markkilby.com
    3. 3. Seen these results with teams?
    4. 4. Storm patterns
    5. 5. Purpose today is to… • Better understand the relationship between Conflict & Collaboration • Give you and your teams several tools to navigate through conflict
    6. 6. Benefit Teams that can deliver in any conditions
    7. 7. Agenda 1. Understand Types of Conflict and Collaboration 2. Values & Conflict 3. When Things Still Go Wrong
    8. 8. Understand Types of CONFLICT AND COLLABORATION
    9. 9. Jean Tabaka Agile Fellow Rally Software
    10. 10. Our point of view…
    11. 11. Collaboration invites Conflict Forming Storming Performing Norming
    12. 12. We cannot avoid storms of conflict…
    13. 13. SOURCES of CONFLICT Values Data Interests Christopher Moore’s “The Mediation Process: Practical Strategies for Resolving Conflict” Relationship Structural Courtesy of Jean Tabaka
    14. 14. SOURCE of CONFLICT: DATA • lack of information Values Data Interests Relationship Structural 2 ways it shows up: 1. Day-to-day information sharing (reporting) 2. In collaboration events
    15. 15. Day-to-Day Information Radiators 38 96 8 6 Release Burndown Sprint Burndown 6 5 Velocity Trend
    16. 16. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Can everyone update? User Story User Story 1 Task 2 Task 16 Task Task Task 8 Task 4 Task 4 Task 16 Is everyone updating? 8 Story Done Task Done 8 Task 8 Task 16 2 8 Daily? (at least) User Story 3
    17. 17. Driven by other Information Radiators Story Backlog Task Backlog In Process 8 Task Can everyone update? User Story User Story 1 2 Can you see the whole system? Task Task 16 Task Task Task 8 Task 4 Task 4 Task 16 Is everyone updating? 8 Story Done Task Done 8 Task Task 16 2 8 Daily? (at least) User Story 3
    18. 18. If not, DATA is not truly visible Information Radiators are WRONG 38 96 8 6 Release Burndown Sprint Burndown 6 5 Velocity Trend
    19. 19. If not, DATA is not truly visible Information Radiators are WRONG 38 96 Release Burndown Are you surprised by what you release? Sprint Burndown 8 6 6 5 Velocity Trend
    20. 20. If not, DATA is not truly visible Information Radiators are WRONG 38 96 8 Release Burndown CONFLICT by DATA Sprint Burndown 6 6 5 Velocity Trend
    21. 21. In Collaboration Events: Listing and Brainstorming Values Data Interests Relationship Structural Facilitator Gathering … Our list New _________Requirements _________ _________ Sprint _________observations? _________ _________ Root causes? _________ _________ Ideas for _________ improvement? Risks?
    22. 22. In Collaboration Events: Listing and Brainstorming Can everyone update? Is everyone updating? Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone contributing every few minutes? (at least)
    23. 23. In Collaboration Events: Listing and Brainstorming Can everyone update? (if not) CONFLICT by DATA Is everyone updating? Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Every few minutes? (at least)
    24. 24. SOURCE of CONFLICT: Relationship • strong emotions, misperceptions, or stereotypes Values Data Interests Relationship Structural 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
    25. 25. Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did? Guess WHO botched the build again? Management/Business is making unreasonable requests!
    26. 26. Day-to-Day Relationship Challenges Can you believe what (FAVORITE SCAPEGOAT ROLE) did? CONFLICT Guess WHO of botched the build again? RELATIONSHIP (listen for ________ is making unreasonable “role” labels or requests! assumption of intent)
    27. 27. Day-to-Day Relationship Builders Preemptive: Working Agreements • • • • • • • • • • • • • • • Who moves stories in our tracking tool? Who owns and updates metrics? What will be the Release calendar? Who will update it? What are the QA Guidelines? Who will verify? How? What feedback mechanisms will we use? When? What are the expectations for addressing defects? Who will address them? When are we going to update the backlog? How far out for looking ahead? Who writes Acceptance Criteria with examples before the Sprint Who writes Detailed tests within the sprint What are the Agile ceremony rules and expectations? How do we handle new risks? How do we handle documentation and delivery? How do we prioritize defects into the backlog? How do we handle technical debt? How do we monitor activities and progress?
    28. 28. In Collaboration Events: Safety Checks Values Data Interests Relationship Structural Facilitator Do we all feel safe discussing this topic? Let’s check.
    29. 29. In Collaboration Events: Safety Checks Level Description 5 - Secure I feel free to discuss anything. 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. 2 - Dangerous I’ll let others bring up issues, but might chime in on some. 1 - Treacherous I’ll smile and just agree with everyone. Votes How would you rate this meeting for what you can share?
    30. 30. In Collaboration Events: Safety Checks Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime X in on some. 1 - Treacherous I’ll smile and just agree with everyone. Anonymous votes X If any vote 3 or less… How can we bring up the level of safety?
    31. 31. SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation • Management, senior staff 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events Values Data Interests Relationship Structural
    32. 32. Day-to-Day Going to the Gemba Gemba – “the real place” Going to Gemba (Lean) - purposely observing how people work together to create value - Jim Womack
    33. 33. Day-to-Day Going to the Gemba As a manager, … Do you mingle with your staff daily? Do you ask questions that allows everyone to observe how value is created? http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
    34. 34. Day-to-Day Powerful Questions Scenario Instead of asking… Try asking… Team has been in conversation for a while and you think they need to hear one person’s opinion. What’s your opinion? What is possible here? Team is diving into details and you think they should spend more time “envisioning” solutions. What are other options? What is the part that is not yet clear? What is here that you want to explore? What is just one more possibility? Adapted from “Powerful Questions for Agile Teams” by Lyssa Adkins
    35. 35. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Senior Staff Facilitator Values Data Interests Relationship Structural
    36. 36. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Purpose To decide/plan/learn/ evaluate ___________ Senior Staff Facilitator should introduce Organizing Tools at Opening Facilitator Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Parking Lot Action Items Working Agreements 1. ______ 2. ______ 3. ______
    37. 37. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements We should discuss XYZ now! Purpose To decide/plan/learn/ evaluate ___________ Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Parking Lot Action Items Working Agreements 1. ______ 2. ______ 3. ______
    38. 38. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Purpose To decide/plan/learn/ evaluate ___________ Does XYZ meets our purpose and agenda? Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Parking Lot Action Items Working Agreements 1. ______ 2. ______ 3. ______
    39. 39. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements If it is part of the purpose and agenda, show where it will be discussed Purpose To decide/plan/learn/ evaluate ___________ Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Parking Lot Action Items Working Agreements 1. ______ 2. ______ 3. ______ XYZ
    40. 40. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements If it does not, ask to put it in the Parking Lot to check in on what the group should do with this item Purpose To decide/plan/learn/ evaluate ___________ Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Parking Lot Action Items Working Agreements 1. ______ 2. ______ 3. ______ XYZ
    41. 41. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements In the “Close”, clear the Parking Lot by asking the group if an action needs to be taken for each item. Be sure it has an owner and due date Purpose To decide/plan/learn/ evaluate ___________ Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Parking Lot Action Items XYZ
    42. 42. SOURCE of CONFLICT: Interests Values • competition for resources; scarcity mindset Data Interests Relationship Structural 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events Courtesy of Jean Tabaka
    43. 43. Day-to-Day Reactions to Scarcity “I don’t see a problem with our resources.”
    44. 44. Day-to-Day Reactions to Scarcity “Management will not give us what we need.”
    45. 45. Day-to-Day Reactions to Scarcity “I can’t do better since I don’t have what I need.”
    46. 46. Day-to-Day Reactions to Scarcity “I just can’t seem to convince people we need this.”
    47. 47. Day-to-Day Reactions to Scarcity “I have to fight for my team to get what they need.”
    48. 48. Day-to-Day Reactions to Scarcity “This is hopeless. I’m just doing the minimum until something better comes along.”
    49. 49. Day-to-Day Reactions to Scarcity We all get “stuck” at one of these place
    50. 50. Day-to-Day Anxiety about Perceived Scarcity
    51. 51. Day-to-Day Learning Anxiety When we realize we are stuck, we have an opportunity to learn about our model of the problem
    52. 52. Day-to-Day Learning “I wonder how I can show a return on investing in these resources?” “I wonder who I’m not considering to collaborate on resource needs?” “I wonder what I’m not seeing to help us get what we need?”
    53. 53. Day-to-Day Learning “I wonder what I’m not seeing to help us get what we need?”
    54. 54. Day-to-Day Learning Anxiety “An upset is an opportunity to learn” - Christopher Avery
    55. 55. In Collaboration Events: Making All Views Visible in a Debate Facilitator Values Data Interests Relationship Structural
    56. 56. In Collaboration Events: Making All Views Visible in a Debate Here is the way it is!!! A You’re wrong!!! B
    57. 57. In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! A B !!! !!! !!!
    58. 58. In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! A !!! CONFLICT of !!! INTERESTS !!! B
    59. 59. In Collaboration Events: Making All Views Visible in a Debate !!!Are you willing to work this out? A B
    60. 60. In Collaboration Events: Making All Views Visible in a Debate Yes A Yes B
    61. 61. In Collaboration Events: Making All Views Visible in a Debate A point of view __________________ __________________ __________________ __________________ A point of view A B
    62. 62. In Collaboration Events: Making All Views Visible in a Debate A point of view __________________ __________________ __________________ __________________ Did B describe your point of view A? Yes. A B
    63. 63. In Collaboration Events: Making All Views Visible in a Debate B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ B point of view A B
    64. 64. In Collaboration Events: Making All Views Visible in a Debate B point of view __________________ __________________ __________________ __________________ A Point of View __________________ Yes. __________________ __________________ __________________ Did A describe your point of view B? A B
    65. 65. In Collaboration Events: Making All Views Visible in a Debate B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ !!!Is there a middle way? A B Both sides feel they are heard and understood
    66. 66. In Collaboration Events: Making All Views Visible in a Debate B point of view __________________ __________________ __________________ __________________ Brainstorming __________________ __________________ __________________ __________________ A A Point of View __________________ __________________ __________________ __________________ B
    67. 67. Navigating CONFLICT • DATA– lack of information • Approaches: Information Radiators equally updated, Brainstorming & Listing (facilitated) • RELATIONSHIP – strong emotions, misperceptions, or stereotypes • Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements Values Data Interests Relationship Structural • STRUCTURAL – someone of unequal • INTERESTS – competition for power in conversation resources; scarcity mindset • Approaches: going to Gemba, powerful • Approaches: active listening and questions, clear purpose and agenda, rigorous facilitation to level working agreements, properly using playing field, Avery’s Parking Lot and Action Items Responibility Model
    68. 68. Understand VALUES & CONFLICT
    69. 69. Values CONFLICT Values • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? NO. Why? Data Interests Relationship Structural Challenging Values
    70. 70. Values of AgileManifesto.org We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value: Individuals & interactions over Processes & tools Working product over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more.
    71. 71. Scrum Values Lean Software Principles Commitment Focus Openness Respect Courage Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible XP Values Empower the team Feedback Simplicity Communication Respect Courage Build integrity in See the whole
    72. 72. The problem with “giving” values… • They may not stick with the team • We may not know what we value • We can’t be sure if our values align with others
    73. 73. A (working) model of how teams evolve CORE is “what binds the group together” and can include: CORE • Elevating Purpose • Collective Values • Preferences (Working Agreements) See “resonant teams” on markkilby.com
    74. 74. A (working) model of how teams evolve What’s in it for me? Drawn to the purpose of the group. Performing Norming CORE Storming Forming What’s in it for us? See “resonant teams” on markkilby.com What’s in it for others to have us work as a team?
    75. 75. A (working) model of how teams evolve Some leaders can get here CORE CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Few get here See “resonant teams” on markkilby.com
    76. 76. A (working) model of how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) (without this) CONFLICT CORE of Few get VALUES Many leaders can get here here See “resonant teams” on markkilby.com
    77. 77. TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM… WE NEED TO MAP OUR VALUES
    78. 78. A quick walk through… 1-to-1: Mountains & Valleys MAPPING YOUR VALUES
    79. 79. S Euphoric A T I S F TIME A 1993 2003 C T I O N Tragic Adapted from http://www.culturesync.net/happiness 2013
    80. 80. S Euphoric A T I S F TIME A 1993 2003 C T I O N Tragic Adapted from http://www.culturesync.net/happiness 2013
    81. 81. S Euphoric F A E C T I A S F TIME A 1993 2003 C T I O B N Tragic D Adapted from http://www.culturesync.net/happiness 2013
    82. 82. Event A – Values (+) Referred / Trust Explore Proving Self Event B – Values (-) Event C – Values (+) New Path / Explore / Build Together Valued VALUES CHART Event D – Values (-) In looking at the high points, what was most present for you? Event E – Values (+) Respect Valued / Trust New Challenges New Roles Event F – Values (+) Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness
    83. 83. Event A – Values (+) Referred / Trust Explore Proving Self Event B – Values (-) Loyalty / Trust Humility Event C – Values (+) New Path / Explore / Build Together Valued VALUES CHART Event D – Values (-) Valued / Trust In looking at the low points, what was missing the most for you? Event E – Values (+) Respect Valued / Trust New Challenges New Roles Event F – Values (+) Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness
    84. 84. VALUES CHART Event A - Values Event D - Values Valued / Trust Referred / Trust Explore Proving Self Event B - Values Loyalty / Trust Humility Respect Valued Event C - Values Build Together Valued New Path / Explore / What patterns do you see? Event E - Values Respect Valued / Trust New Challenges New Roles Event F - Values Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
    85. 85. VALUES CHART Event A - Values Referred / Trust Explore Proving Self Event D - Values Valued / Trust EXPLORING TO LEARN APPRECIATED FOR SERVING CO-CREATING Event B - Values Loyalty / Trust Humility Respect Valued Event C - Values Build Together Valued New Path / Explore / TRUST IN RISK RESPECTING ALL Describe the patterns Event E - Values Respect Valued / Trust New Challenges New Roles Event F - Values Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
    86. 86. EXPLORING TO LEARN APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL CORE VALUES
    87. 87. Next... MAP TEAM VALUES
    88. 88. 1) Convert Values to Preferences • Think back to Core Values CORE VALUES CO-CREATING EXPLORING TO LEARN
    89. 89. 1) Convert Values to Preferences • In what “context” will you be working together? CORE VALUES Context: Project: CO-CREATING Presentation: EXPLORING TO LEARN Administration: Career:
    90. 90. 1) Convert Values to Preferences • Express your values as preferences CORE VALUES Context: Preference Project: I would rather pair than work solo on a project CO-CREATING Presentation: I would rather have exercises and Q&A than talk to a bunch of slides EXPLORING TO LEARN Administration: Repetitive work makes me numb Career: I prefer changing roles within an environment See http://ssrm.com/abst
    91. 91. Making it Visible: Values Constellations I prefer to pair Demo Note: Multiple ways to use this technique http://tinyurl.com/l745pqo
    92. 92. Pay attention to… Who is close to center? Who is far away?
    93. 93. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value)
    94. 94. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?)
    95. 95. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?) Develop Value-based Working Agreements
    96. 96. WHEN THINGS STILL GO WRONG
    97. 97. Learning Anxiety “An upset is an opportunity to learn”
    98. 98. 1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets 5) Map VALUES to develop daily working agreements
    99. 99. Allows you to chase the storms of conflict to evolve your teams
    100. 100. LIFE WITHOUT CONFRONTATION IS DIRECTIONLESS, AIMLESS, PASSIVE. WHEN UNCHALLENGED, HUMAN BEINGS TEND TO DRIFT, TO WANDER OR TO STAGNATE. CONFRONTATION IS A GIFT. DAVID AUGSBURGER
    101. 101. AgileOrlando.com co-founder Mark Kilby Enterprise Agile Coach THANKS! Mark@LeadingAgile.com @mkilby– twitter Linkedin.com/in/mkilby http://markkilby.com
    102. 102. References: Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010. Addison-Wesley. A great reference for coaches and scrummasters Adkins, Lyssa. Description of the Constellations exercise. http://tinyurl.com/l745pqo Avery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001. Berrett-Koehler Publishers – A great book for anyone to learn more about how to work effectively on teams. Avery, Christopher. See http://LeadershipGift.com for mentoring on the Responsibility Model. Use code “LEADING” for a discount. Kilby, Mark. An evolving model of teams. See “resonant teams” on http://markkilby.com Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new teams, this is the book on Agile Chartering. Diana and Ainsley are masters of getting teams successfully launched. Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look here Moore, Christopher. The Mediation Process: Practical Strategies for Resolving Conflict.. 2003. Jossey-Bass. Original reference on the 5 sources of conflict. Mountains and Valleys (Values mapping) exercise. Listen to MP3 first. http://www.culturesync.net/happiness Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006. Addison-Wesley – If you are new to a Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetings Warren, Caleb , McGraw, A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs Cogn Sci 2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Available at: http://ssrm.com/abstract=1995781
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