ACE, AGILE COACHING EXCHANGE:
CULTURAL CHANGE, EMOTION AND
COLLABORATION, THE AGILE WAY
 Chris Howell CPCC, ORSCC, MBCS
 is an internationally certified relationship systems coach with
an MSc in Organization ...
 Chris Howell CPCC, ORSCC, MBCS
e: chris@peoplesystemsthinking.co.uk
m: +44 (0)7770 756 757
Linkedin: https://www.linkedi...
WHY ARE WE HERE TODAY?
 What is ORSC?
 Combines Systems Theory, Emotional Intelligence and
Social Intelligence into a co...
SCENARIO: TRANSITION TO AGILE (1/2)
 Company management has become aware of the
benefits of Agile .
 Managers want to ex...
SCENARIO: TRANSITION TO AGILE (2/2)
 This is your first meeting as a team of Agile enthusiasts
and experts that have been...
EXERCISE #1
 Stepping into the manager’s shoes…
… What emotions come-up for the management?
7
EXERCISE #2
 Stepping into the development team…
… What emotions come-up for the new Agile team?
8
DTA – DESIGN TEAM ALLIANCE
 Get clear about the expectations and agreements
between players in the system, by addressing:...
EXERCISE #3: CREATE DTA (15 MINUTES)
 Get into teams (4 – 7 in each)
DTA Questions
 How would we look and what would we ...
EXERCISE DEBRIEF
 What sort of things came out of your agreements?
11
EXERCISE DEBRIEF
 What sort of things came out of your agreements?
 What did you notice that worked?
12
EXERCISE DEBRIEF
 What sort of things came out of your agreements?
 What did you notice that worked?
 What did not work...
EXERCISE DEBRIEF
 What sort of things came out of your agreements?
 What did you notice that worked?
 What did not work...
EXERCISE DEBRIEF
 What sort of things came out of your agreements?
 What did you notice that worked?
 What did not work...
KEY MESSAGE
To help manage potential emotions and conflict in a
team:
Design the Team Alliance!
Get clear about the expect...
PIZZA NETWORKING CHALLENGE
 … find out the names of three other people with the
same eye colour as you have
THANK YOU FOR...
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ACE June 19th: Cultural change, emotion and collaboration, the Agile way.

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Cultural change, emotion and collaboration, the Agile way.
The challenging human impacts of a cultural change when transitioning to agile. Taking a commonly experienced scenario, based on a real life situation, we will explore how emotions, fears, collaboration and trust, are affected within a new self-organizing Agile team and how the interactions with management impact upon this.

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  • 19:00
    Welcome and introductions
    Introductions: our experience in IT systems development, coaching and Agile
    Acknowledge level of experience.
    Agile No experience/training, practitioner 1,2,5yrs
    ORSC experience
  • 19:00
    Welcome and introductions
    Introductions: our experience in IT systems development, coaching and Agile
    Acknowledge level of experience.
    Agile No experience/training, practitioner 1,2,5yrs
    ORSC experience
  • 19:05 – 19:10
    Session Start
    What is ORSC?
    What we are going to do in this session.
    Introduce ORSC tools DPA and Myth Change
  • 19:10-19:13
    Introduce scenario 1/2
    Company management been told of benefits of Agile, want to go down that path, has well established waterfall approach culture, does not really understand Agile and very concerned about the risks of change.
    You are the team of Agile enthusiasts and experts that they have put together on a project to find out if it can work. This is your first meeting together, though you may know each other, so play yourselves.
    Assume whatever your real roles or experience, you are the team. You need to self-organise, and build trust and collaboration on the team so you can deal effectively with all the emotions that come up, not just on the team but also within the culture and for the managers.
    You will need to reassure the managers that the Agile approach will work and that you can manage the risks and deliver ROI. As managers there will be a certain level of risk and unknowness about controlling the process and predictability of the outcome. Managers are losing influence of what’s going on.
  • 19:10-19:13
    Introduce scenario 2/2
    Company management been told of benefits of Agile, want to go down that path, has well established waterfall approach culture, does not really understand Agile and very concerned about the risks of change.
    You are the team of Agile enthusiasts and experts that they have put together on a project to find out if it can work. This is your first meeting together, though you may know each other, so play yourselves.
    Assume whatever your real roles or experience, you are the team. You need to self-organise, and build trust and collaboration on the team so you can deal effectively with all the emotions that come up, not just on the team but also within the culture and for the managers.
    You will need to reassure the managers that the Agile approach will work and that you can manage the risks and deliver ROI. As managers there will be a certain level of risk and unknowness about controlling the process and predictability of the outcome. Managers are losing influence of what’s going on.

  • 19:13-19:18
    Brainstorm
    What will be the emotions that the managers are going through?
    2nd position managers…
    Normalize
    Capture ideas on Flipchart
  • 19:18-19:23
    Brainstorm
    Shake off mangers…
    What will be the emotions of the members of the team [that you on the team] might be experiencing?
    Normalize
    Capture ideas on Flipchart
  • 19:23-19:28
    Exercise Briefing:
    Explain DPA steps, give first agreement from Agile
    Answer questions
    Put into teams (3+ at a table)
    Provide first, or set of DPA questions.
    Request each person given the opportunity to speak, and be listened to.
    15 mins
  • 19:28-19:43
    Exercise Phase and Possible questions:
    How would we look and what would we be doing as a high trust, collaborative, self-organising Agile team?
    What might be happening if we were not high trust, collaborative?
    What qualities and behaviours do we need to have on the team to be high trust and collaborative rather than not?
    How do we want to behave as a team when difficult emotions come up?
    What will we do if someone on the team thinks it is not working?
    What will each of us commit to on the team, that we can be counted on for?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:43-19:53
    Debrief:
    You are where you are. – 5 mins
    What sort of things came out of your agreements?
    What did you notice that worked?
    What did not work?
    What have you learnt?
    What will you take forward and do differently?
  • 19:55-19:56
    Pizza Networking Challenge
    Give challenge for the pizza feast networking (how will you be brilliant and amazing?)
    … find out the names of three other people with the same eye colour as you have.
    Reward for first few groups of people who come up.
  • ACE June 19th: Cultural change, emotion and collaboration, the Agile way.

    1. 1. ACE, AGILE COACHING EXCHANGE: CULTURAL CHANGE, EMOTION AND COLLABORATION, THE AGILE WAY
    2. 2.  Chris Howell CPCC, ORSCC, MBCS  is an internationally certified relationship systems coach with an MSc in Organization Development and NLP. He has over 30 years experience as a consultant in IT development and in facilitating organization change.  David Evans, PhD, ORSC, CSPO  Has over 30 years experience in software development, now working as a trainer and coach specializing in assisting teams in transition to Agile software development  And, you the audience…  Agile No experience/training, practitioner 1,2,5yrs?  ORSC experience? WHO IS HERE? 2
    3. 3.  Chris Howell CPCC, ORSCC, MBCS e: chris@peoplesystemsthinking.co.uk m: +44 (0)7770 756 757 Linkedin: https://www.linkedin.com/in/chrishowell001  David Evans, PhD, ORSC, CSPO e: david.evans@koansolutions.co.uk m: +44 (0)7989 342 775 Linkedin: https://www.linkedin.com/in/davidevans42 WHO IS HERE? 3
    4. 4. WHY ARE WE HERE TODAY?  What is ORSC?  Combines Systems Theory, Emotional Intelligence and Social Intelligence into a coaching model for teams and partnerships  Has a rich set of relationship tools (50+) to assist teams in becoming self-organizing  Today’s Session  Address the common ‘issue’ of Agile adoption  Through a scenario we will introduce one tool that you can use to ease the emotional challenges 4
    5. 5. SCENARIO: TRANSITION TO AGILE (1/2)  Company management has become aware of the benefits of Agile .  Managers want to explore BUT are concerned about:  Keeping control of the process  Predictability of the outcome  Losing influence of what’s going on = RISK + Fear (Yikes)! 5
    6. 6. SCENARIO: TRANSITION TO AGILE (2/2)  This is your first meeting as a team of Agile enthusiasts and experts that have been put together on a project.  Assume whatever your real roles and experience, you are the team! The task is for you to:  Self-organize.  Build trust and collaboration, on the team especially.  Deal effectively with all the emotions that come up for:  The team  The company culture  The managers. 6
    7. 7. EXERCISE #1  Stepping into the manager’s shoes… … What emotions come-up for the management? 7
    8. 8. EXERCISE #2  Stepping into the development team… … What emotions come-up for the new Agile team? 8
    9. 9. DTA – DESIGN TEAM ALLIANCE  Get clear about the expectations and agreements between players in the system, by addressing: 1. The culture and atmosphere in the team  Design the atmosphere you want to create  Design work together if things get difficult 1. Sharing responsibility  What can you be counted on for in the team (in service of the culture and atmosphere above)? 9
    10. 10. EXERCISE #3: CREATE DTA (15 MINUTES)  Get into teams (4 – 7 in each) DTA Questions  How would we look and what would we be doing as a high trust, collaborative, self-organizing Agile team?  What will we do if someone on the team thinks it is not working and/or difficult emotions come-up?  What will each of us commit to on the team, that we can be counted on for? 10
    11. 11. EXERCISE DEBRIEF  What sort of things came out of your agreements? 11
    12. 12. EXERCISE DEBRIEF  What sort of things came out of your agreements?  What did you notice that worked? 12
    13. 13. EXERCISE DEBRIEF  What sort of things came out of your agreements?  What did you notice that worked?  What did not work? 13
    14. 14. EXERCISE DEBRIEF  What sort of things came out of your agreements?  What did you notice that worked?  What did not work?  What have you learnt? 14
    15. 15. EXERCISE DEBRIEF  What sort of things came out of your agreements?  What did you notice that worked?  What did not work?  What have you learnt?  What will you take forward and do differently? 15
    16. 16. KEY MESSAGE To help manage potential emotions and conflict in a team: Design the Team Alliance! Get clear about the expectations and agreements between players in the system, by addressing: 1. The culture and atmosphere in the team  Design the atmosphere you want to create  Design work together if things get difficult 2. Sharing responsibility  What can you be counted on for in the team (in service of the culture and atmosphere above)? 16
    17. 17. PIZZA NETWORKING CHALLENGE  … find out the names of three other people with the same eye colour as you have THANK YOU FOR PARTICIPATING! 17

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