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Collaboration Workbook
Craig Brown
Heart of Agile | Collaboration
LAST CBR | 2018 edition
Your Story
What was the situation
What happened that demonstrated collaboration?
What made the collaboration great?
What did you learn from your observation?
Describe a situation where you saw excellent collaboration at work
Do this, please
1. Fill in this workbook to help think about what collaboration means
for you, and how you want to improve.
2.Repeat the workbook online to help us study what collaboration is for
people, and what we are collectively doing about it.
https://goo.gl/sRvREN
3. Try this workbook as a retrospective activity with your team
Agenda
1. Your story
2. Know why collaboration is valuable
3. Know what collaboration looks like
4. Understand the cost of Collaboration
5. Diagnose the situation
6. Understand the people
7. System conditions that foster collaboration
8. Tools for collaboration
9. Permission to act
10. Experiment forward
Questions first.
Then I share
information
that I have
gathered.
collaboration is valuable
List at least three reasons why we think collaboration is valuable.
Your horizons
Me
My team
Our company
Our
customers
Our
community
Horizon Benefits of collaboration
Me
My team
Our organization
Our customers
Our community
Your horizons
Me
My team
Our company
Our
customers
Our
community
Horizon Benefits of collaboration
Me
My team
Our organization
Our customers
Our community
What collaboration looks like
1.What does
collaboration look
like for you today?
1.What does better
collaboration look
like?
And better?
And better?
1.You
The team
The company
The customer
The community
Understand the cost of Collaboration
List the most important costs of collaboration
Me
My team
Our
company
Our
customers
Our
community
System conditions that foster collaboration
1. List things that
encourage and
discourage
Collaboration.
2. Circle the ones
that you can make
a difference to.
Encourage Discourage
Diagnose the situation
Model the system; parts, connections, contexts and people?
What incentives and disincentives are baked into the
system?
What are the sources of authority that people use?
Pay attention to the power dynamics; who lifts people up
and who shuts people down? How and why?
What interventions can you try?
How do you know they will work?
Do you act with consent or not?
What use of power and authority are you going to employ?
Does it fit with the target?
What leverage points exist in your
situation?
Tools for collaboration
Examples;
• Colocation, travel and AV infrastructure
• Slack, etc
• Visualization
• Shared goals
• Agreements on how we operate
• Shared spaces
• Quiet spaces
• Meeting rooms
• Whiteboards
What are the current gaps in your
tooling and physical setup?
Permission to act
Remember this;
• People need to know what your authority is
based upon
• Match your use of power and authority
• Getting permission
• Building trust on behavior and knowledge
• Change management is a shared journey
What things should you focus on
to increase collaboration?
Hypothesis/Hunch Experiment Measure/Check
Experiment forward
What will you do next month?
What I found
Locus of concern
Me
My team
Our company
Our customers
Our
community
• Bringing diverse skills and knowledge
together
• Diversity also tends to mirror the real
world (where customers live) so you
get more empathy and insights
• You care about your team mates and
put in energy and effort for them
• We want to impress our team mates
• You learn to trust in your team
members and can shortcut to results
• Safety in numbers
What collaboration looks like
1. What does
collaboration look
like for you
today?
2. What does better
collaboration look
like?
3. And better?
4. And better? Dr Neil Preston, from Perth
System conditions that foster collaboration
• Recognize what
things encourage
and discourage
Collaboration
• Let’s make a list.
Encourage Discourage
Ask permission
Go first
Be consistent
Do what you say you will do
Admit mistakes and apologize
Know everyone is doing their best
Admit when you don’t know
Ask for help
Shared goals
Shared spaces
Coach your peers
Be authentic
Act with integrity
Know the boundaries and rules
Know when to break them
Coherent values and behaviors
Be honest
Be kind
Competing goals
Unclear goals
Unclear boundaries
Unclear decision making protocols
Scarce resources
Competition over collaboration
Individually assigned tasks and activities
Uncertainty about the future
Personal consequences
Incongruent behavior
Not knowing people
Responses so far
What did we do?
On the 17th May we hosted a Heart of Agile meetup here in
Melbourne and asked attendees to work though a printed
workbook while Craig led a discussion via a projected version of
the workbook.
Participants wrote their answers down, sometimes only partially
answering questions.
Subsequent to the meetup Craig also posted the workbook as a
google form and gathered a handful of additional responses, but
the majority of responses were collected in the meetup.
The workbook asked participants to answer a number of
questions about collaboration to help people reflect on what it
looked like for them and what they could aspire to.
We named the workbook “The 8 Steps to Collaboration.”
Survey Analysis Findings Insights
Look at what we
found
I read through the results and categorized
the answers against Dr Neil Preston’s
taxonomy.
This is where a crowd of Meetup going
Advanced Agile practitioners rated their
collaboration capabilities.
Benchmarks for my evaluation:
Co-creation - sharing problems and soft
boundaries on roles and responsibilities
Collaboration – working together on
solutions, sharing knowledge, helping each
other
Cooperation – working as instructed but
generally without conflict
What does collaboration
look like for you today?
Look at what we
found
I read through the results and categorized
the answers against Dr Neil Preston’s
taxonomy.
This is where a crowd of Meetup going
Advanced Agile practitioners rated their
collaboration capabilities.
Benchmarks for my evaluation:
Co-creation - sharing problems and soft
boundaries on roles and responsibilities
Collaboration – working together on
solutions, sharing knowledge, helping each
other
Cooperation – working as instructed but
generally without conflict
0
2
4
6
8
10
12
14
16
18
Collaboration today
Competition Compliance Cooperation Collaboration Co-creation
What does collaboration look like?
Not good
end up in boring meetings
it doesn't
people talking
getting different team to interact
with another team
collaboration is mainly
informal/subversive
Working together for a common goal
common goal, at the same time
(synchronization), mutual
dependency
work on google drive
work on my workbook, look at
other's answers when finished
non active discussion
different people work together
delegated, adhoc and enthusiastic
Ritualised around planning &
retrospectives & stand-ups
strong in teams at the coalface but
weak at higher levels
common issues sharing
common goal happy to help culture
accountability
saying hi to people on my team
share information common goals of
the day (I think, very unclear writing)
teamwork
People taking more responsibility,
talks, asking questions, getting
involved
co-location, open discussion
Calling a meeting, reading
confluence articles, reaching out to
people directly or via group emails
People coming together to work on
problem/fire fighting
Acceptance of different ideas,
learning from peers, lunch together
meetings, brainstorming in groups
Fun, accelerated improvement,
happy culture, buzz/noise
Some brainstorming, sharing, new
ideas, active listening, boundaries,
problem to address
working in a team valuing everyone’s
voice and opinions
sometimes with purpose, or without
A group of diverse minds in the same
place working on the same problem
provide solutions/suggestions for
other areas, dedicate part of my
time to help others outcomes
Trust, Understanding, Openness
respect for people
helping not only when it's been
asked for but when I understand it is
needed. ex. if from my experience I
notice that my colleague Analysis
approach will fail then my
collaboration is to share my similar
experience with him/her.
An opportunity to learn and share
knowledge
cross functional teams come
together in a time of crisis to solve
problems
Everyone has a role, Not hierarchy,
Anyone can ask anyone for help
Pairing
Openness - work & status is visible,
Give and take, sharing skills
unselfishly, Common goals &
ownership, Easy access to people
(physical, phone, video)"
Team members having a
conversation on the hour to resolve
issues
high trust, transparency, openness,
empathy, curiosity, directness,
honesty
Competition Compliance Cooperation Collaboration Co-creation
Collaboration maturity by examples
Look at what we
found
I categorized the 110 responses
into 30 categories and counted
how many came up in the better
1,2 3 answers.
What I see is the 3rd level stuff
coming back to basic concepts
but with a higher level of
performance or capability.
I suspect the things on the left are
the areas to focus on if you want
to level up collaboration. We can
investigate this further.
0
2
4
6
8
10
12
14
Better collaboration: Response themes
Better 1 Better 2 Better 3
What does better collaboration look like
for you today?
Look at what we
found
Collaboration doesn’t come free. I asked
you to consider the costs of collaboration at
five different contexts; Personal, team,
company, customers and community.
Here is what you said it costs you to
collaborate;
• Individual: Time and your own personal
energy
• Team: Time and dealing with conflicts
• Organization: Money and time – e.g.
opportunity costs
• Customers: Lack of collaboration costs
them quality and time, presumably
dealing with bad quality
When we asked you about the cost of
collaboration to the community the general
sense was that there was no downside. What is the cost of collaboration for you
today?
25
7
7
5
5
5
44
3
2
2
2
1
4
Time
Energy
Emotional-energy
Vulnerability
Ego
Mental-Energy
Conflict
Empathy
personal goals
control
listening
Knowledge
Goals
None
Cost to Me
18
5
5
4
3
3222
1
1
1
1
1
Time
Conflict
Risk&Waste
Emotional-energy
Empathy
Mental-Energy
Motivation
Vulnerability
Goals
Dependency
Mgt control
Ego
Knowledge
None
Cost to my team
8
6
6
2
3
1
4
Low Quality
Time
Engagement
Higher priceTrust
Privacy
None
Cost to customers
15
12
6
4
33
3
2
1
Money
Time
Market-
opportunity-cost
Staff-
engagement
Mgt-maturityPower-structures
Team-structures
Mgt-Control
Training
Cost to Organisation
Look at what we
found
Shared Purpose
is the number one
opportunity to
improve
collaboration.
0
2
4
6
8
10
12
14
16
18
20
1
System conditions that encourage collaboration
Shared Purpose
Respect
Co-location
Appreciation
Autonomy
Aligned approach
Making Progress
Nurturing
Feedback
Structure
What are the system conditions that affect
collaboration?
The implications…
• We could do with help mapping out a pathway to better
collaboration
1.We have a shared view on the
value of collaboration in the
abstract;
• Shared mission, alignment in priorities, flow and a culture of
respect and learning
The priority areas we think have
the most impact for good
collaboration are;
• Making time and mustering the mental and emotional
energy to deal with the things that impede better
collaboration
If we want to break beyond our
current levels of performance the
barriers we need to overcome are;
Want more?
Global
Heart of Agile
http://heartofagile.com
Local
Heart of Agile Melbourne meetup
https://www.meetup.com/en-AU/Heart-Of-Agile-Community-Melbourne/
Craig Brown
Blog: BetterProjects.net
Email craigwbrown.net
Twitter @brown_note

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Collaboration workbook

  • 1. Collaboration Workbook Craig Brown Heart of Agile | Collaboration LAST CBR | 2018 edition
  • 2. Your Story What was the situation What happened that demonstrated collaboration? What made the collaboration great? What did you learn from your observation? Describe a situation where you saw excellent collaboration at work
  • 3. Do this, please 1. Fill in this workbook to help think about what collaboration means for you, and how you want to improve. 2.Repeat the workbook online to help us study what collaboration is for people, and what we are collectively doing about it. https://goo.gl/sRvREN 3. Try this workbook as a retrospective activity with your team
  • 4. Agenda 1. Your story 2. Know why collaboration is valuable 3. Know what collaboration looks like 4. Understand the cost of Collaboration 5. Diagnose the situation 6. Understand the people 7. System conditions that foster collaboration 8. Tools for collaboration 9. Permission to act 10. Experiment forward Questions first. Then I share information that I have gathered.
  • 5. collaboration is valuable List at least three reasons why we think collaboration is valuable.
  • 6. Your horizons Me My team Our company Our customers Our community Horizon Benefits of collaboration Me My team Our organization Our customers Our community
  • 7. Your horizons Me My team Our company Our customers Our community Horizon Benefits of collaboration Me My team Our organization Our customers Our community
  • 8. What collaboration looks like 1.What does collaboration look like for you today? 1.What does better collaboration look like? And better? And better?
  • 9. 1.You The team The company The customer The community Understand the cost of Collaboration List the most important costs of collaboration Me My team Our company Our customers Our community
  • 10. System conditions that foster collaboration 1. List things that encourage and discourage Collaboration. 2. Circle the ones that you can make a difference to. Encourage Discourage
  • 11. Diagnose the situation Model the system; parts, connections, contexts and people? What incentives and disincentives are baked into the system? What are the sources of authority that people use? Pay attention to the power dynamics; who lifts people up and who shuts people down? How and why? What interventions can you try? How do you know they will work? Do you act with consent or not? What use of power and authority are you going to employ? Does it fit with the target? What leverage points exist in your situation?
  • 12. Tools for collaboration Examples; • Colocation, travel and AV infrastructure • Slack, etc • Visualization • Shared goals • Agreements on how we operate • Shared spaces • Quiet spaces • Meeting rooms • Whiteboards What are the current gaps in your tooling and physical setup?
  • 13. Permission to act Remember this; • People need to know what your authority is based upon • Match your use of power and authority • Getting permission • Building trust on behavior and knowledge • Change management is a shared journey What things should you focus on to increase collaboration?
  • 14. Hypothesis/Hunch Experiment Measure/Check Experiment forward What will you do next month?
  • 16. Locus of concern Me My team Our company Our customers Our community • Bringing diverse skills and knowledge together • Diversity also tends to mirror the real world (where customers live) so you get more empathy and insights • You care about your team mates and put in energy and effort for them • We want to impress our team mates • You learn to trust in your team members and can shortcut to results • Safety in numbers
  • 17. What collaboration looks like 1. What does collaboration look like for you today? 2. What does better collaboration look like? 3. And better? 4. And better? Dr Neil Preston, from Perth
  • 18. System conditions that foster collaboration • Recognize what things encourage and discourage Collaboration • Let’s make a list. Encourage Discourage Ask permission Go first Be consistent Do what you say you will do Admit mistakes and apologize Know everyone is doing their best Admit when you don’t know Ask for help Shared goals Shared spaces Coach your peers Be authentic Act with integrity Know the boundaries and rules Know when to break them Coherent values and behaviors Be honest Be kind Competing goals Unclear goals Unclear boundaries Unclear decision making protocols Scarce resources Competition over collaboration Individually assigned tasks and activities Uncertainty about the future Personal consequences Incongruent behavior Not knowing people
  • 20. What did we do? On the 17th May we hosted a Heart of Agile meetup here in Melbourne and asked attendees to work though a printed workbook while Craig led a discussion via a projected version of the workbook. Participants wrote their answers down, sometimes only partially answering questions. Subsequent to the meetup Craig also posted the workbook as a google form and gathered a handful of additional responses, but the majority of responses were collected in the meetup. The workbook asked participants to answer a number of questions about collaboration to help people reflect on what it looked like for them and what they could aspire to. We named the workbook “The 8 Steps to Collaboration.” Survey Analysis Findings Insights
  • 21. Look at what we found I read through the results and categorized the answers against Dr Neil Preston’s taxonomy. This is where a crowd of Meetup going Advanced Agile practitioners rated their collaboration capabilities. Benchmarks for my evaluation: Co-creation - sharing problems and soft boundaries on roles and responsibilities Collaboration – working together on solutions, sharing knowledge, helping each other Cooperation – working as instructed but generally without conflict What does collaboration look like for you today?
  • 22. Look at what we found I read through the results and categorized the answers against Dr Neil Preston’s taxonomy. This is where a crowd of Meetup going Advanced Agile practitioners rated their collaboration capabilities. Benchmarks for my evaluation: Co-creation - sharing problems and soft boundaries on roles and responsibilities Collaboration – working together on solutions, sharing knowledge, helping each other Cooperation – working as instructed but generally without conflict 0 2 4 6 8 10 12 14 16 18 Collaboration today Competition Compliance Cooperation Collaboration Co-creation What does collaboration look like?
  • 23. Not good end up in boring meetings it doesn't people talking getting different team to interact with another team collaboration is mainly informal/subversive Working together for a common goal common goal, at the same time (synchronization), mutual dependency work on google drive work on my workbook, look at other's answers when finished non active discussion different people work together delegated, adhoc and enthusiastic Ritualised around planning & retrospectives & stand-ups strong in teams at the coalface but weak at higher levels common issues sharing common goal happy to help culture accountability saying hi to people on my team share information common goals of the day (I think, very unclear writing) teamwork People taking more responsibility, talks, asking questions, getting involved co-location, open discussion Calling a meeting, reading confluence articles, reaching out to people directly or via group emails People coming together to work on problem/fire fighting Acceptance of different ideas, learning from peers, lunch together meetings, brainstorming in groups Fun, accelerated improvement, happy culture, buzz/noise Some brainstorming, sharing, new ideas, active listening, boundaries, problem to address working in a team valuing everyone’s voice and opinions sometimes with purpose, or without A group of diverse minds in the same place working on the same problem provide solutions/suggestions for other areas, dedicate part of my time to help others outcomes Trust, Understanding, Openness respect for people helping not only when it's been asked for but when I understand it is needed. ex. if from my experience I notice that my colleague Analysis approach will fail then my collaboration is to share my similar experience with him/her. An opportunity to learn and share knowledge cross functional teams come together in a time of crisis to solve problems Everyone has a role, Not hierarchy, Anyone can ask anyone for help Pairing Openness - work & status is visible, Give and take, sharing skills unselfishly, Common goals & ownership, Easy access to people (physical, phone, video)" Team members having a conversation on the hour to resolve issues high trust, transparency, openness, empathy, curiosity, directness, honesty Competition Compliance Cooperation Collaboration Co-creation Collaboration maturity by examples
  • 24. Look at what we found I categorized the 110 responses into 30 categories and counted how many came up in the better 1,2 3 answers. What I see is the 3rd level stuff coming back to basic concepts but with a higher level of performance or capability. I suspect the things on the left are the areas to focus on if you want to level up collaboration. We can investigate this further. 0 2 4 6 8 10 12 14 Better collaboration: Response themes Better 1 Better 2 Better 3 What does better collaboration look like for you today?
  • 25. Look at what we found Collaboration doesn’t come free. I asked you to consider the costs of collaboration at five different contexts; Personal, team, company, customers and community. Here is what you said it costs you to collaborate; • Individual: Time and your own personal energy • Team: Time and dealing with conflicts • Organization: Money and time – e.g. opportunity costs • Customers: Lack of collaboration costs them quality and time, presumably dealing with bad quality When we asked you about the cost of collaboration to the community the general sense was that there was no downside. What is the cost of collaboration for you today? 25 7 7 5 5 5 44 3 2 2 2 1 4 Time Energy Emotional-energy Vulnerability Ego Mental-Energy Conflict Empathy personal goals control listening Knowledge Goals None Cost to Me 18 5 5 4 3 3222 1 1 1 1 1 Time Conflict Risk&Waste Emotional-energy Empathy Mental-Energy Motivation Vulnerability Goals Dependency Mgt control Ego Knowledge None Cost to my team 8 6 6 2 3 1 4 Low Quality Time Engagement Higher priceTrust Privacy None Cost to customers 15 12 6 4 33 3 2 1 Money Time Market- opportunity-cost Staff- engagement Mgt-maturityPower-structures Team-structures Mgt-Control Training Cost to Organisation
  • 26. Look at what we found Shared Purpose is the number one opportunity to improve collaboration. 0 2 4 6 8 10 12 14 16 18 20 1 System conditions that encourage collaboration Shared Purpose Respect Co-location Appreciation Autonomy Aligned approach Making Progress Nurturing Feedback Structure What are the system conditions that affect collaboration?
  • 27. The implications… • We could do with help mapping out a pathway to better collaboration 1.We have a shared view on the value of collaboration in the abstract; • Shared mission, alignment in priorities, flow and a culture of respect and learning The priority areas we think have the most impact for good collaboration are; • Making time and mustering the mental and emotional energy to deal with the things that impede better collaboration If we want to break beyond our current levels of performance the barriers we need to overcome are;
  • 28. Want more? Global Heart of Agile http://heartofagile.com Local Heart of Agile Melbourne meetup https://www.meetup.com/en-AU/Heart-Of-Agile-Community-Melbourne/ Craig Brown Blog: BetterProjects.net Email craigwbrown.net Twitter @brown_note

Editor's Notes

  1. Examples Bringing diverse skills and knowledge together Diversity also tends to mirror the real world (where customers live) so you get more empathy and insights You care about your team mates and put in energy and effort for them We want to impress our team mates You learn to trust in your team members and can shortcut to results Safety in numbers
  2. Examples Bringing diverse skills and knowledge together Diversity also tends to mirror the real world (where customers live) so you get more empathy and insights You care about your team mates and put in energy and effort for them We want to impress our team mates You learn to trust in your team members and can shortcut to results Safety in numbers
  3. Spiritual Intelligence – “flow absorption in the present moment for secular dudes” – Neil Preston
  4. Spiritual Intelligence – “flow absorption in the present moment for secular dudes” – Neil Preston