Solving Problems: An Agile Organization Approach


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  • We have no shortage of ideas. We have trouble figuring out which ones to digest.How do we decide what is a good idea?
  • 1 - We outvote the one person that has the key perspective that sees something that no one else sees that is needed to keep us moving toward our purpose.2 - We enlist a leader to be the filter but then we have a single point of awareness and a single point of failure.3 – If we’re really advanced we dissect the data as a team and decide what it means. This can be time consuming and frustrating and often leads to “bloated” design.
  • Stress is tension that has no outlet. Every tension contains energy, time is limited but energy can be renewed.
  • Processing tensions help us to integrate the minimally sufficient perspectives to keep the organization achieving value.
  • Proposal: Establish a group of 6 individuals to iterate through 6 weeks of a
  • Solving Problems: An Agile Organization Approach

    1. 1. Solving Problems: An Agile Approach
    2. 2. My influences …  Growing and selling a successful software company in my 20’s;  Spending several days with Christopher Toria Alexander (Pattern Language “founding father”)  Working with Matt, Hong, Walt and Daryl figuring out “organizational agility”  Turning around a failing Colorado health care broadband network without knowing much about healthcare or networks.  Holacracy… led me to this burning question:If you take 5 people and an idea and another 5 people and a different ideawhat makes one group successful and the other not? It’s not the people and not the idea. What is it?
    3. 3. Time boxed Iterations Backlog of User Daily Stand-ups Stories Planning Poker It’s the PracticesCross-functional work teams KANBAN board On Site for detailing Customer work Business Driven DevelopmentRetrospectives Burn Down Value Stream Charts Mapping
    4. 4. So long as they are grounded in Agile principles Backlog of User Cross-functional Daily Stand-ups Stories work teams Time boxed Planning Iterations Poker On Site Retrospectives Customer Value Stream Burn Down Mapping Charts Business Driven KANBAN board Development for detailing work
    5. 5. Dynamic Distributed Steering DecisionsValue Driven Big and Visible
    6. 6. It takes a team….. Leaf for shade Wall toHose for Rope for keep uswatering binding safe Spear for hunting …to see the whole picture
    7. 7. “Most businesses die from indigestion rather than starvation.” -- Tom Thomison co-Founder HolacracyOne
    8. 8. So what do we do? We outvote or ignore the contradictory data. We pay our leaders to be filters but unwittingly setup a single point of failure. We make team decisions which often lead to “bloated” actions where we solve more than is needed.
    9. 9. So what’s the alternative? It’s all about processing tensions… Tension: The felt-sense of a specific gap between current reality and a sensed potential. Chronic Tension: the response to emotional pressure suffered for a prolonged period over which an individual perceives they have no control.
    10. 10. Processing Tensions: What are we even talking about? Who can make this decision? We’re going in the wrong direction!
    11. 11. Scaling the Agile Delivery Lead Role at Pillar: Metrics: 1. 2. 3. Projects: 1. 2. 3. Purpose: Create the Best Agile Delivery Leads in the Industry
    12. 12. Organizational Patterns human scale – evolutionary – value driven Toria ThompsonThank you! 303-746-3161