2. 2
Samples only
• Lots of visuals
• Games and mindset change
• Challenges to staus quo
• Psychological Safety
• Team analysis (none shown)
• Team dynamics (none shown)
• Paired working (none shown)
3. 3
Why are we here?
• Can we get more from the retrospective we’ve just had?
• Has the retrospective taught us anything?
• Do we share the same view of where we have been and are
today?
• Do we share the same view of where we are going?
• How are we getting to our future?
• How do the different parts of the team come together?
• What are the values of the different parts of the team, the
same different?
• Do we share a way of working and a culture?
• Is a shared way of working / culture important?
Communication / Leadership
4. 4
Marshmallow Challenge
• Do not open the kit until told
• Build the tallest freestanding structure with entire
marshmallow on top within 18 minutes
• You may break the string, tape or spaghetti
http://marshmallowchallenge.com
8. 8
Defined vs. Empirical
Source:: “Complexity and Organisational Reality” – Ralph D Stacey, Cynefin, D Snowden
Technology
uncertainty
Requirement
uncertainty Chaos
“Nobody
knows”
Complex
“We’ll know in hindsight”
Emergent practice
Complicated
“Experts know”
Good practice
Simple
“Everybody
knows”
Best practice
9. 9
Three pillars of an empirical process
AdaptionInspectionTransparency
Empirical process
11. 11
Roles
Org Chart
Processes Tools
LanguageCustoms
Behaviors
Values Traditions
Beliefs
Stereotypes
Taboos
Visible formal system
Invisible informal system
New agile
structure
Misaligned
organisation!=
Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf,
Culture
The organisational iceberg
12. 12
Back of the Boat
• Use the metaphor to describe
your journey
• We will go back 18 months
• You have been on a cruise and
are looking off the back of the
boat at where you have been
• Remember and describe your journey to now
• You can use all the sea going metaphors
• Often useful to have a discussion first in a 2/3 of teams
– That horrendous bug could we a reef
– That new client could be a paradise island
– That new capability could be a safe harbour
15. 15
Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What’s your culture?
17. Change Challenges People
Efficiency Effectiveness
Managed Led
InnovationStatus Quo
>80% of
Organisation
<20% of
Organisation
Managed Led
The status quo is safe, it is how I got here
My status is based on the status quo, why should I change what isn’t broken
If I really try and change this I am going to upset my executive colleagues
Vision is hard
People follow leaders who have vision
1
7
18. Empirical and Defined Processes
1
8
“Complexity and Organisational Reality” – Ralph D Stacey
Technology
Close To Certainty Far from Certainty
CloseToCertaintyFarfromCertainty
Complex
Requirements
21. 21
Lencioni Model
Absence of Trust – here Lencioni focuses on the leadership role in the team, the
principle is based on the need for the team to trust each other by being
‘venerable’
Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is
indicative of a disruptive and ‘non-collegiate’ colleague. This creates the
psychological phenomenon of ‘group think’.
Lack of Commitment – this is also sometimes referred to as “Cabinet
Responsibility”
Avoidance of Accountability – this is about the collective holding the individuals
to account, it is not about blame
Inattention to Results – This is about the team being accountable for the overall
result and the leader keeping focus on that,
2
1
25. 25
Core values
• Focus
– Because we focus on only a few things at a time, we work well together and produce
excellent work. We deliver valuable items sooner.
• Courage
– Because we work as a team, we feel supported and have more resources at our
disposal. This gives us the courage to undertake greater challenges.
• Openness
– As we work together, we express how we're doing, what's in our way, and our
concerns so they can be addressed.
• Commitment
– Because we have great control over our own destiny, we are more committed to
success.
• Respect
– As we work together, sharing successes and failures, we come to respect each other
and to help each other become worthy of respect
Source: http://www.scrumguides.org/scrum-guide.html#theory
26. What do we do?
michael.short@cultureworksconsulting.com
27. 27
What we do: Leadership, Purpose, Design
• Leadership
– Executive Coaching (Strengths and Leadership)
– Executive Assessment (Individually and Team)
– Executive Team Coaching (Workshops / RealTime)
– Leadership Development Programmes
– Team Building
www.CultureWorksConsulting.com
28. 28
What we do: Leadership, Purpose, Design
• Mission / Purpose Development
• Strategy
• Value Creation
– Concepts
– Customers / Clients
– Core Competences
– Costs
www.CultureWorksConsulting.com
INSTRUCTOR NOTES
The empirical process is nothing new
We use empirical processes in day to day life. For example getting to the course today you would have made a plan as to how to get here on time. If there had been a road/train closure you would have to inspect the situation and adapt your plan.
Intrinsic Behaviours and Beliefs = Organisational Development
Results and Actions = Empirical Development
Digital by Default Standard
Not in the scrum guide.
Talk with your neighbour. Which one, if there was more of, would make the greatest difference to your company.
I choose courage