The Game of Team Culture

1,407 views

Published on

Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/14ycYuk.

Daniel Mezick explains how to deliver happiness through the intentional design and implementation of good-game mechanics inside your team. Work is BROKEN when it is not fun to play. In this session, we provide tools for playing an all-new game of engagement and team learning.Filmed at qconnewyork.com.

Daniel Mezick is an Executive and Agile Coach at www.FreeStandingAgility.com, a team of Agile coaches based in Boston. Daniel has coached hundreds of teams adopting Agile since 2008. He is a frequent speaker at Agile conferences and a founder of the www.AgileBoston.org user group.

0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,407
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

The Game of Team Culture

  1. 1. THE GAME OF TEAM CULTURE (HACKING)
  2. 2. InfoQ.com: News & Community Site • 750,000 unique visitors/month • Published in 4 languages (English, Chinese, Japanese and Brazilian Portuguese) • Post content from our QCon conferences • News 15-20 / week • Articles 3-4 / week • Presentations (videos) 12-15 / week • Interviews 2-3 / week • Books 1 / month Watch the video with slide synchronization on InfoQ.com! http://www.infoq.com/presentations /team-happiness-culture
  3. 3. Presented at QCon New York www.qconnewyork.com Purpose of QCon - to empower software development by facilitating the spread of knowledge and innovation Strategy - practitioner-driven conference designed for YOU: influencers of change and innovation in your teams - speakers and topics driving the evolution and innovation - connecting and catalyzing the influencers and innovators Highlights - attended by more than 12,000 delegates since 2007 - held in 9 cities worldwide
  4. 4. © FreeStanding Agility 2012-2013 A little bit about me: • A PERSONAL HISTORY OF HABITUAL & HARDCORE CODE ABUSE….. • dating back to 1984 • SOFTWARE PATENT Mayhem Link Here 2Agile Fundamentals
  5. 5. © FreeStanding Agility 2012-2013 Your team at work is playing a game • Your team at work is playing a game. Well structured games deliver happiness while poorly structured games are not fun to play. This has implications for your team.If the core requirements for happiness at work are not present, you disengage and check out. If the core requirements are there, you automatically experience fun, satisfaction and potentially, a deeply engaged sense of well-being. 3Agile Fundamentals
  6. 6. © FreeStanding Agility 2012-2013 Well structured games deliver happiness… while poorly structured games are definitely not fun to play. • Your team at work is playing a game. Well structured games deliver happiness while poorly structured games are not fun to play. This has implications for your team.If the core requirements for happiness at work are not present, you disengage and check out. If the core requirements are there, you automatically experience fun, satisfaction and potentially, a deeply engaged sense of well-being 4Agile Fundamentals
  7. 7. © FreeStanding Agility 2012-2013 This has implications for your team. If the core requirements for happiness at work are NOT present, you disengage and check out. • Your team at work is playing a game. Well structured games deliver happiness while poorly structured games are not fun to play. This has implications for your team.If the core requirements for happiness at work are not present, you disengage and check out. If the core requirements are there, you automatically experience fun, satisfaction and potentially, a deeply engaged sense of well-being 5Agile Fundamentals
  8. 8. © FreeStanding Agility 2012-2013 . If the core requirements for happiness ARE THERE, you automatically experience fun, satisfaction and potentially, a deeply engaged sense of well-being • Your team at work is playing a game. Well structured games deliver happiness while poorly structured games are not fun to play. This has implications for your team. If the core requirements for happiness at work are not present, you disengage and check out. If the core requirements for happiness are there, you automatically experience fun, satisfaction and potentially, a deeply engaged sense of well-being 6Agile Fundamentals
  9. 9. © FreeStanding Agility 2012-2013 Debugging Culture COMPILE ERRORS • Error 05647: Cell phone use by higher- authorized human when you speak • Error 95763: Lack of punctuality by high authorization object • Error 48748: Mandatory meeting attendance • Error 47474: Inconsistent rules in cultural code. Agile Fundamentals 7 7
  10. 10. © FreeStanding Agility 2012-2013 Culture Code: HACKABLE • Software that is not designed runs BAD • Culture that is not designed makes you ANGRY • If you code software for computers, you can code “software for your head”. Agile Fundamentals 8 8
  11. 11. © FreeStanding Agility 2012-2013 Culture Code: HACKABLE • Software is coded in a language • Culture is coded in a language • In software, MODULES contain code • In culture, STORIES contain the code Agile Fundamentals 9 9
  12. 12. © FreeStanding Agility 2012-2013 Daniel Mezick Executive & Agile Coach, FreeStandingAgility • 15 years of teaching software developers • 10 years leading a 50-person tech-services org • Coaching Agile teams & execs since 2007 • Coaching 130++ teams from 2007 to 2012 • Keynoting Global Scrum Gathering in Paris • ON CULTURE, Sept 23-25, link here • Author of THE CULTURE GAME book • Link www.TheCultureGame.com Agile Fundamentals 10
  13. 13. © FreeStanding Agility 2012-2013 HACK CULTURE LIKE IT’S CODE Agile Fundamentals 11
  14. 14. © FreeStanding Agility 2012-2013 Culture as Code • CULTURE is a shared model of “normal” • Stories hold the cultural codes • Shared values & understandings of “normal” • Culture Hacking Agile Fundamentals 12 12
  15. 15. © FreeStanding Agility 2012-2013 AUTHORIZATION Agile Fundamentals 13
  16. 16. © FreeStanding Agility 2012-2013 Authority: The RIGHT to do X or Y • Formal Authority • Informal Authority • Personal Authority • Social systems are information-bonded • Power is the EXERCISE of authority Agile Fundamentals 14 14
  17. 17. © FreeStanding Agility 2012-2013 Start Hacking • If you are a manager who convenes meetings • If you have a team • If you hire people • The techniques do not require a budget • Start (Inattentional Blindness) Agile Fundamentals 15 15
  18. 18. © FreeStanding Agility 2012-2013 MEETINGS AS THE ENTRY POINT Agile Fundamentals 16
  19. 19. © FreeStanding Agility 2012-2013 Meetings as The Leverage Point • Typical meetings are soul-sucking death marches from Hell Agile Fundamentals 17 17
  20. 20. © FreeStanding Agility 2012-2013 Meetings as The Leverage Point • Your meetings are games • They have poor structure that does not produce good feelings • Good meetings are good games Agile Fundamentals 18 18
  21. 21. © FreeStanding Agility 2012-2013 Meetings are Games. Good games have: • Clear GOALS • Clear and uniformly applied RULES • The ability to inspect feedback and track progress • Opt-in participation Agile Fundamentals 19 19
  22. 22. © FreeStanding Agility 2012-2013 Disruptive Ideas: • All meetings are games • All classes are meetings • Every interaction is a game • Meetings, classes & interactions are LEVERAGE POINTS for hacking culture Agile Fundamentals 20 20
  23. 23. © FreeStanding Agility 2012-2013 Meetings create a small culture: • A Microculture • Bounded by the goal, rules, feedback mechanics, and TIME • Meetings are a laboratory for studying micro-sociology & micro-culture • HACK THEM NOW Agile Fundamentals 21 21
  24. 24. © FreeStanding Agility 2012-2013 By hacking the meeting, you can: • Start now without a budget • Engage in ‘touches’ with people from heterogenous groups in your company • Spread patterns, practices, stories & MEMES • HACK THEM NOW Agile Fundamentals 22 22
  25. 25. © FreeStanding Agility 2012-2013 SPECIFIC HACKS FOR CULTURE CHANGE Agile Fundamentals 23
  26. 26. © FreeStanding Agility 2012-2013 Encouraging LEARNING in the CULTURE with MEETING HACKS • Facilitate Your Meetings • Name the goal, the rules • Always have a visible agenda for tracking progress • Use a clock • Track progress by time, and by items complete Agile Fundamentals 24 24
  27. 27. © FreeStanding Agility 2012-2013 Games Deliver Happiness • The CULTURE GAME Daniel Mezick • DELIVERING HAPPINESS Tony Hsieh • REALITY IS BROKEN Jane McGonigal • TRIBAL LEADERSHIP Dave Logan • FIFTH DISCIPLINE Peter Senge Agile Fundamentals 25 25
  28. 28. © FreeStanding Agility 2012-2013 Good Games have: • A clear goal • Clear rules, uniformly applied • A Way to get feedback & track progress • OPT-IN PARTICIPATION Agile Fundamentals 26 26
  29. 29. © FreeStanding Agility 2012-2013 Happiness Requires: • MANDATORY: • A sense of control • A sense of progress • OPTIONAL: • A sense of belonging & membership • A sense of collective purpose Agile Fundamentals 27 27
  30. 30. © FreeStanding Agility 2012-2013 Good Games Deliver Happiness: • Control: via clear goals, opt-in participation • Progress: via the readily available feedback • Membership: via everyone playing by the same rules • Purpose: If the game is BIG ENOUGH, participants “locate themselves” in the story of the game Agile Fundamentals 28 28
  31. 31. © FreeStanding Agility 2012-2013 SPECIFIC HACKS FOR CULTURE CHANGE Agile Fundamentals 29
  32. 32. © FreeStanding Agility 2012-2013 CULTURE Hacks Derived from Agile • Learning is individual AND TRIBAL • Team/tribal learning is NOT RANDOM • You intend it as a group, otherwise: • it DOES NOT OCCUR Agile Fundamentals 30 30
  33. 33. © FreeStanding Agility 2012-2013 CULTURE Hacks Derived from Agile • www.TheCultureGame.com • Game Your Meetings. Facilitate Your Meeting. Be Punctual. Structure Your Interactions. Be Playful. Pay Explicit Attention. Examine What’s Normal. Get Coached. Socialize Books Agile Fundamentals 31 31
  34. 34. © FreeStanding Agility 2012-2013 SOURCES OF MORE CULTURE-HACKING KNOW-HOW Agile Fundamentals 32
  35. 35. © FreeStanding Agility 2012-2013 Find more Know-How • www.TheCultureGame.com • www.DanielMezick.com Agile Fundamentals 33 33
  36. 36. © FreeStanding Agility 2012-2013 Product Backlog Sprint Backlog Product Increment Sprint Planning Daily Scrum Sprint Sprint Review Sprint Retrospective Scrum Agile Fundamentals 34 Started Done Product Owner Developers Scrum Master EventArtifactRole Rule Definition of Done – Commitment – Focus – Openness – Respect – Courage Values
  37. 37. © FreeStanding Agility 2012-2013 Agile is a Learning Framework Agile Fundamentals 35
  38. 38. © FreeStanding Agility 2012-2013 CLOSING Agile Fundamentals 36
  39. 39. © FreeStanding Agility 2012-2013 Q&A. Grateful Thanks. Reaching Me: • Web: www.DanielMezick.com • Phone: 203 915 7248 • Email: Dan@NewTechUSA.net • Twitter: @DanMezick • User Group: www.AgileBoston.org Agile Fundamentals 37 37
  40. 40. Watch the video with slide synchronization on InfoQ.com! http://www.infoq.com/presentations/team- happiness-culture

×