Presentation on building a learning culture melding principles & practices from systems thinking, Satir, Shu Ha Ri. Ends with a learning map you can use to help build a learning culture on your agile team.

1. Learning is key to agile success building a learning culture on your agile team Declan Whelan

2. Overview

3. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland. Dave Thomas © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.

4. Satir Change Model Learning Source: http://www.stevenmsmith.com/my-articles/article/the-satir-change-model.html

6. Continuous Learning

7. Learning Value

8. Learning study accumulate knowledge bird leaving nest child in doorway youth practice continuously

9. Culture Language Arts & sciences Thought Spirituality Social activity Interaction

10. Learning Culture “ … where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learntogether” Peter Senge The Fifth Discipline

11. Why do We Learn? Maslow's Hierarchy of Needs Source: http://en.wikipedia.org/wiki/Abraham_Maslow

12. What do We Need to Learn?

13. How do We Learn? Auditory Kinesthetic Visual

14. How Do We Learn?

15. L Brain R Brain Logical Sequential Rational Analytical Objective Looks at parts Random Intuitive Holistic Synthesizing Subjective Looks at wholes

16. When Do We Learn? Standups Project Chartering Retrospectives Daily Work Planning Meetings Demos

17. Dreyfus Skill’s Acquisition Expert Proficient Competent Advanced Beginner Novice Source: Andy Hunt (2008), Pragmatic Thinking & Learning: Refactor Your Wetware

18. Skills Distribution

19. Shu Ha Ri Following Breaking Away Fluent Source: http://en.wikipedia.org/wiki/Shuhari

20. Beginner’s Mind “In the beginner's mind there are many possibilities, in the expert's mind there are few.” Shunryu Suzuki

21. The Learning Organization

22. Competence & skills Personal growth & learning Commitment to truth Commitment to the whole Compassion Continually: Clarifying what is important Learning how to see reality more clearly Personal Mastery

23. The Cave

24. The Learning Organization

25. The Learning Organization

26. The Learning Organization

27. Team Learning

28. Team Learning

29. Discussion Dialog

30. The Learning Organization

31. Defensiveness Current understandingand behaviour Perceived needfor new understandingand behaviour Defensiveroutine Learning gap Delay Need for inquiry and change Threat

32. Domain of Action Guiding ideas Organizational structure Theory, methods & tools Innovations in infrastructure

33. Domain of Enduring Change Skills & capabilities Awareness & sensibilities Deep learning cycle Attitudes & beliefs

34. Guiding Ideas Starts with Vision Value Purpose Not “maximizing shareholder value” Ongoing process … Three key ideas Primacy of the whole Community nature of the self Generative power of language

35. Theory, Methods & Tools Theories Agile, lean principles, 5 disciplines Methods & Tools Agile, lean practices & tools Applies self-referentially to 5 disciplines

36. Innovations in Infrastructure Team structures Whole team Colocation etc. Scrum of scrums HR evaluation and compensation Explicit infrastructure to support learning Practice fields

37. Results Guiding ideas Skills & capabilities Awareness & sensibilities Organizational structure Deep learning cycle Theory, methods & tools Innovations in infrastructure Attitudes & beliefs Implicit order

38. Curiosity Wonder Experimentalism

39. Learning Culture Map Intentional Incremental accumulate knowledge bird leaving nest child in doorway youth Infrastructure Individual Safety

40. Learning Culture Map

41. Intentional

42. Retrospectives

43. Prime Directive “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”

45. Gather data

46. Generate insights

47. Decide what to do

49. Coach Source: (2009) Rachel Davies, Liz Sedley

50. Teach “Teachers are architects building concepts and ideas into the minds of their listeners” Phil Geldart, Eagles Flight Source: Phil Geldhart, “In Your Hands”

51. Infrastructure

52. Integrate Learning and Working Pairing Planning Sessions Standups Demos

53. Create Practice Fields Initial training Simulations Games

54. Create Learning Sessions Brown bags Study groups Etudes Road trips

55. Create Learning Workspace Big Visible Charts Information Radiators In Your Space e-Forum

56. Accommodate Learning Styles Auditory Kinesthetic Visual

57. Incremental

58. Individual Safety

59. “Gleeful calamity” "Success is in the doing and failures are celebrated and analyzed. Problems become puzzles and obstacles disappear“ "Nothing ever turns out as planned ... ever“ "Decoration of the unfinished project is a kind of conceptual incubation. From these interludes come deep insights and amazing new approaches" GeverTulley video on tinkering school: Chaordic Learning: Tinkering http://www.ted.com/talks/gever_tulley_s_tinkering_school_in_action.html

60. Individual Safety

61. Virginia Satir “Feelings of worth can flourish only in an atmosphere where individual differences are appreciated, mistakes are tolerated, communication is open, and rules are flexible - the kind of atmosphere that is found in a nurturing family.”

62. Building Safety and Trust competence, reliability, forthrightness, mutual regard context sensitive self-disclosure time Source: George Dinwiddie: http://blog.gdinwiddie.com/2008/12/03/aye-2008-the-magic-chemistry-of-teams

63. Personal History Exercise

64. Summary

65. “Our tendency is to be interested in something that is growing in the garden, not in the bare soil itself. But if you want to have a good harvest, the most important thing is to make the soil rich and cultivate it well.” Shunryu Suzuki

66. Thanks! What did you like best? What suggestions do you have? What questions do you have? Declan Whelan dpwhelan@dpwhelan.com Twitter: dwhelan http://www.dpwhelan.com/blog