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LAST Conference 2014 | Agile Coaching: The team as a system by Caoilte Dunne

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Your team has formed, stormed and normed. It is doing standups, has retros and can recite the Agile Manifesto. Yet, it lacks spark and is still not performing at the level of a great team.

So, what can you do to set the team on the path to this next level of performance?

In this presentation we will explore some tools / behaviors of the Agile Coach that focus on revealing the underlying system of the team to the team. These reveals help to lift and inspire the entire team, allowing for your high performance team to form.

You will also find out how 19th century painter Jean-Léon Gérôme helps in these reveals, why you want to avoid ‘Flanders’ beatnik parents’ syndrome and what is the hidden fourth reveal?

Published in: Technology

LAST Conference 2014 | Agile Coaching: The team as a system by Caoilte Dunne

  1. 1. Agile Coaching The team as a system
  2. 2. My name is Caoilte The following story is based (at least in part) on my experiences in the last year
  3. 3. A team is born
  4. 4. Iteration 1 More pairing Engage a UX pro Iteration 2 Performance
  5. 5. Iteration 2 Aim for 70% Coverage BA/QA Review Iteration 3 Performance
  6. 6. Iteration 3 No Embedded QA Start Mini Showcases Iteration 4 Performance
  7. 7. Iteration 4 Embedded QA Iteration 5 Performance
  8. 8. Iteration 5 Iteration N Performance
  9. 9. Local maximum Full XP Full Kanban The Cutting Edge OR OR Performance
  10. 10. Stress How our brain is wired
  11. 11. Stress What we actually do
  12. 12. Chronic stress Performance
  13. 13. Chronic stress Performance
  14. 14. Chronic stress Performance
  15. 15. The drift to low performance Performance
  16. 16. The drift to low performance Performance
  17. 17. The drift to low performance Performance
  18. 18. High performance and the team High Ratio of positive to negative interactions Equals amounts of Advocacy to Enquiry Strong Shared Vision
  19. 19. Causal Loops
  20. 20. Positive Focus on own goals Stress Treating others as a problem Interaction
  21. 21. Collaboration Coasting Excessive advocacy Illusion of consent Consideration Disengagement and
  22. 22. Shared Focus on own goals Local Optimization Focus on the now Vision
  23. 23. Maybe an Agile Coach ? ● Expert in team dynamics ● Expert in Systems Thinking ● Expert In agile Practice
  24. 24. So they solve all our problems ? Agile coaches only
  25. 25. How people change Intentional Change Theory
  26. 26. Shifting the burden to the Intervenor
  27. 27. It's not enough to adopt, you have to adapt
  28. 28. Reveal 1 : Revealing the team to the team
  29. 29. Retros Build Testing Process Team Identity Team Makeup System Thinking Team focused
  30. 30. Deep Democracy Jean-Léon Gérôme - Pollice Verso
  31. 31. Deep Democracy Jean-Léon Gérôme - Pollice Verso
  32. 32. Reveal 2 : Revealing the team interactions to the team
  33. 33. Violent communication
  34. 34. Levels of conflict 554321 4321 Problem to solve World War
  35. 35. Reveal 3 : Revealing the team members to themselves
  36. 36. Impact feedback
  37. 37. Coaching with Compassion
  38. 38. Has our team been helped ?
  39. 39. Positive Focus on own goals Stress Treating others as a problem Interaction Navigating Conflict Awareness of others as people Awareness of other viewpoints
  40. 40. Collaboration CoastingIllusion of consent Consideration Disengagement and Going to the team Awareness of impact on others Role in the team Personal worth Excessive advocacy
  41. 41. Shared Focus on own goals Local Optimization Focus on the now Vision Team goals Team values Focus on Team Optimisation
  42. 42. A better chance Performance
  43. 43. The Final Reveal Positive Interaction Shared Vision Collaboration and Consideration Performance
  44. 44. The Final Reveal Playfulness Compassion Hope Renewal
  45. 45. Renewal and Performance Performance
  46. 46. Renewal and Performance Performance
  47. 47. Renewal and Performance Performance
  48. 48. Renewal and Performance Performance
  49. 49. A quick summary ● Aim for o More positive interactions o Equal amounts of advocacy to inquiry o Strong shared vision ● Let the Team solve their own problems (make sure they have the tools) ● Be in a team that renews
  50. 50. The Start You are part of a team This is your chance to be part of an AWESOME team
  51. 51. References and Acknowledgements References The Role of Positivity and Connectivity in the Performance of Business Teams: A Nonlinear Dynamics Model by Marcial Losada and Emily Heaphy http://www.factorhappiness.at/downloads/quellen/S8_Losada.pdf Intentional Change Theory by Richard E. Boyatzis http://case.edu/provost/ideal/doc/Boyatzis_2006_intentional_change.pdf Agile Coaching by Lyssa Adkins www.coachingagileteams.com Resonant Leadership by Richard E. Boyatzis, Annie McKee http://www.amazon.com/Resonant-Leadership-Connecting-Mindfulness-Compassion/dp/1591395631 Causal Loops http://systemsandus.com/2012/08/15/learn-to-read-clds/ Acknowledgements My girl , Kirsty, Karen , Sol , Jonathan , Sarah , The DiUS agile coaching sig , The DiUS Melbourne brown bag crowd
  52. 52. Thank you for listening ! Any Questions ?

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