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Agile Mumbai 2019 Conference | Agile that begets agile | Patrick Steyaert

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Session Title : Agile that begets agile

Session Overview: A team shows agile leadership to the extent that it autonomously develops its own - agile -capabilities. Likewise, a business shows agile leadership to the extent that it autonomously develops and improves its own - agile - capabilities, including the capabilities to self-organize and self-govern that are crucial to organizational autonomy (i.e. autonomy at the individual, team and organizational level). Take away autonomy, and people will become disengaged or even actively resistant. Take away autonomy, and the team becomes nothing more than a cog in the wheel of a machine called 'the organization'. Herein also lies the challenge. Autonomy cannot be imposed (lest risking putting people and teams in a stress-full double bind), it needs to be developed. It requires that we step away from projecting our experiences and imposing our models onto people, teams and organizations, and start to understand how people, teams and organizations can reorganize their own experience and develop their own (agile) thinking. It requires a way of teaching and coaching agile in a way that it begets more agile.

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Agile Mumbai 2019 Conference | Agile that begets agile | Patrick Steyaert

  1. 1. Agile that begets agile© Patrick Steyaert, 2019 1 Agile that begets agile january 2019 patrick.steyaert@okaloa.com Autonomy, Self-organization and Agile leadership
  2. 2. Agile that begets agile© Patrick Steyaert, 2019 2 Excerpt from “The Goal: A Process of Ongoing Improvement” by Eliyahu M. Goldratt and Jeff Cox The goal I don't have time for riddles. I need answers. If I simply told you what to do, ultimately you would fail. You have to gain the understanding for yourself ... Alex Jonah
  3. 3. Agile that begets agile© Patrick Steyaert, 2019 3 Capability Individual, team or organizational ability, that is truly distinctive, self-enabled, and can produce a stable outcome in varied and evolving circumstances.
  4. 4. Agile that begets agile© Patrick Steyaert, 2019 4 Autonomy John Boyd definition: Survive, on one’s own term, or improve our capacity for independent action The ability to make your own decisions without being controlled by anyone else.
  5. 5. Agile that begets agile© Patrick Steyaert, 2019 5 Needs in a changing world FLOW e.g. shorten the time to market COLLABORATION e.g. people working together in autonomous teams LEARNING e.g. what to build for whom and why?
  6. 6. Agile that begets agile© Patrick Steyaert, 2019 6 The method lens Scrum / XP Holacracy Lean startupKanban Flow Collaboration Learning Change requires us to see the world differently; lean and agile methods provide us with a lens to do so.
  7. 7. Agile that begets agile© Patrick Steyaert, 2019 7 Practices that produce outcomes OutcomePractices produces E.g. WIP limits E.g. Short lead times
  8. 8. Agile that begets agile© Patrick Steyaert, 2019 8 Planned change EFFORT RESULT
  9. 9. Agile that begets agile© Patrick Steyaert, 2019 9 Open loop thinking Implementing practices irrespective of context ResultsDecisionGoal (ideal)
  10. 10. Agile that begets agile© Patrick Steyaert, 2019 10 Policy resistance* • The tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself * John Sterman, Business Dynamics
  11. 11. Agile that begets agile© Patrick Steyaert, 2019 11 Context matters OutcomePractices produces Context Principles Mindset Culture E.g. WIP limits E.g. Short lead times
  12. 12. Agile that begets agile© Patrick Steyaert, 2019 12 Know all Tell all Know not Tell not X David Marquet, Talks at google Aspiration
  13. 13. Agile that begets agile© Patrick Steyaert, 2019 13 Incongruence © Patrick Steyaert, 2018 Agile that Begets Agile 8 What I think and say I do What I actually do
  14. 14. Agile that begets agile© Patrick Steyaert, 2019 14 Double bind* Damned if you do, damned if you don’t Open loop thinking Open space thinking Thou shalt be agile *Gregory Bateson, Steps to an Ecology of Mind
  15. 15. Agile that begets agile© Patrick Steyaert, 2019 15 The coaches challenge Developing capabilities and autonomy in a team Team Individual
  16. 16. Agile that begets agile© Patrick Steyaert, 2019 16 Simulation Creating a safe environment
  17. 17. Agile that begets agile© Patrick Steyaert, 2019 17 It is the demand manager Root cause analysis event-oriented thinking It is the customer It ismanagement It is the other teams It is theother teammembers
  18. 18. Agile that begets agile© Patrick Steyaert, 2019 18 Systems Thinking Thinking about loop structures “A system is the product of its interactions.” Russel Ackoff EVENT ORIENTED THINKING Thinks in straight lines A B C D SYSTEMS THINKING Thinks in loop structure A B CD D E
  19. 19. Agile that begets agile© Patrick Steyaert, 2019 19 Understanding how work works systems thinking Feedback delay R C Division of labor B Finishing work Work-In- Progress (WIP) Starting work O Induced work Blocked work Idle time R Expedited work Wait time (length & variability) R Keep everybody busyC O
  20. 20. Agile that begets agile© Patrick Steyaert, 2019 20 Thinking is intuitive, not just rational past experience intuition judgement reasoningUnfolding events *Jonathan Haidt, The Righteous Mind Strong Weak Rational reasoning (rider) Concious verbal logic Intuition(elephant) Unconcious leaps
  21. 21. Agile that begets agile© Patrick Steyaert, 2019 21 Change must be bootstrapped R The less I experience new things, the less my intuitive brain can learn. R The less my peers adopt unfamiliar thinking, the less I adopt unfamiliar thinking. Intuitive thinking Social thinking
  22. 22. Agile that begets agile© Patrick Steyaert, 2019 22 Designing experiences With constraints that enable Rover B B A A
  23. 23. Agile that begets agile© Patrick Steyaert, 2019 23 The power of constraints WIP limits as an enabling constraint, not just a practice Patterns of interaction (collaboration) Work produces WIP limit
  24. 24. Agile that begets agile© Patrick Steyaert, 2019 24 Generalized Theory of constraints Thinking about Constraints that enable as well as restrict produces Constraint B produces BA produces CD Closure A restrict or enable
  25. 25. Agile that begets agile© Patrick Steyaert, 2019 25 Agility emerges Flow Collaboration Learning
  26. 26. Agile that begets agile© Patrick Steyaert, 2019 26 Social intuition* Thinking is social, not just individual A’s intuition A’s judgement A’s reasoning B’s intuition B’s judgement B’s reasoning *Jonathan Haidt, The Righteous Mind Past experience Unfolding events Rational reasoning (rider) Concious verbal logic Intuition(elephant) Unconcious leaps
  27. 27. Agile that begets agile© Patrick Steyaert, 2019 27 Change must be bootstrapped R The less I experience new things, the less my intuitive brain can learn. R The less my peers adopt unfamiliar thinking, the less I adopt unfamiliar thinking. Intuitive thinking Social thinking
  28. 28. Agile that begets agile© Patrick Steyaert, 2019 28 Networks and ecosystems Rather than hierarchies or pyramids Thinking is heavily influenced not only by social network peers, but also by peers of peers and peers of peers of peers Virality and contagiousness leverages the network to create change
  29. 29. Agile that begets agile© Patrick Steyaert, 2019 29 Shifting the burden* Implementing practices Capability Autonomy Changing world SYMPTOMATIC “SOLUTION” PROBLEM SYMPTOM FUNDAMENTAL “SOLUTION” DELAY SIDE EFFECTS B B - *Peter Senge, The fifth discipline
  30. 30. Agile that begets agile© Patrick Steyaert, 2019 30 Boosting agility EFFORT RESULT Linear change Boost Exponential change
  31. 31. Agile that begets agile© Patrick Steyaert, 2019 31 A revolution That is not a revolution If a factory is torn down but the rationality which produced it is left standing, then that rationality will simply produce another factory. If a revolution destroys a government, but the systematic patterns of thought that produced that government are left intact, then those patterns will repeat themselves. . . . There’s so much talk about the system. And so little understanding. —Robert Pirsig, Zen and the Art of Motorcycle Maintenance “ “
  32. 32. Agile that begets agile© Patrick Steyaert, 2019 32 From contempt to curiosity … rather than projecting our own experiences and imposing our own models on one another. For people, teams and organizations to reorganize their own experience and develop their own thinking models… Paraphrasing Caitlin Walker – From Contempt to curiosity
  33. 33. Agile that begets agile© Patrick Steyaert, 2019 33 Agile leadership A business is agile to the extent that it autonomously develops and improves its own agile capabilities. “
  34. 34. Agile that begets agile© Patrick Steyaert, 2019 34 Strategic agility Systems Constraints Options Intuition first, reasoning second
  35. 35. Agile that begets agile© Patrick Steyaert, 2019 35 Thank you@PatrickSteyaert @OkaloaFlowlab More info about Okaloa Flowlab at www.okaloa.com/flowlab Or join our Business Agility training at www.okaloa.com/business-agility-training
  36. 36. Agile that begets agile© Patrick Steyaert, 2019 36 CONTACTDETAILS t +32 473 56 50 98 t +32 477 79 12 98 arlette.vercammen@okaloa.com patrick.steyaert@okaloa.com @OkaloaFlowlab @PatrickSteyaert

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