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Is scrum incompatible with your brain

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When you start using Scrum, interesting things start happening in your brain. Scrum exposes a lot of problems, and you brain tries to make you feel better by automatically sweeping them under the carpet. Unfortunately this also means that improvements achieved will be limited and actually it will make you feel worse rather than better. This talk will shows you how to handle this basic human issues that occurs when you start working on changing and improving. After the talk you will have new skills that you can apply to make progress on any problem you care about.

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Is scrum incompatible with your brain

  1. 1. Cedur AB proudly presentsIs Scrum incompatible with your brain? Henrik Berglund, Scrum/Agile coach and PST for Scrum.org Twitter: @henrikber
  2. 2. 45 minute versionAll slides in this deck © 2012 Cedur AB
  3. 3. 2011…The most advanced form of life so far…
  4. 4. The Scrum Developer
  5. 5. Main Scrum Tool
  6. 6. 100 000+ yearsv1.0
  7. 7. Scrum/Brain compability service packInstall at your own risk.Although designed to fix your agile process, mayalso cause major life changes in generalOnce installed, uninstall is not possible.
  8. 8. Who here is using Scrum? Did Scrum solve all your problems?
  9. 9. Scrum is like your mother-in-law Unworthy… Here are some character flaws you should fix.... Thank you! Come live with us 24-7!Used with permission from Scrum.org, source: PSM training material, © ADM 1983-2011 All Rights Reserved
  10. 10. What happens when problems are exposed? Fix problem Scrum ResponsibilityProblem Process Keep problem Independent of part of world, age, culture, gender, education, …
  11. 11. What would you like to change atwork?
  12. 12. Why has this not yet changed?
  13. 13. The Responsibility Process TM Christopher Avery & Bill McCarley “Owning your abilityRESPONSIBILITY to create, choose and attract” OBLIGATION SHAME JUSTIFY LAY BLAME
  14. 14. The how-to modelThree keys to responsibility1. Intention2. Awareness3. Confront
  15. 15. Key one: intention I will take responsibility for…My own well-being My family The working relations on this team World peace…
  16. 16. Key two: awareness Ooops, seems like I’m <blaming, justifying, …>Look for: Feelings: Anger, upsets, … Language: I can’t, I must, I should, that’s just the way it is, …
  17. 17. Key three: confront What can I do How did I about this? What create this?do I want? What can I learn from this?
  18. 18. Helping others to responsibilityI can see thatyou are justifying #%&!@!
  19. 19. Can only be self applied! Dissapointingly, you can’t tell others to change But on the other hand you don’t need to! Problems will be fixed anyway!
  20. 20. What is your mindset?ResponsibilityWhat do I want? Whatcan I do?Obligation(should, have to, must…)Shame(blame yourself)Justify(blame circumstances)Lay blame(blame someone else)
  21. 21. What do you think? Could this responsibility stuff also apply to me?
  22. 22. I don’t care to fix any problems I get payed anyway
  23. 23. Fixing problems, what’s in it for you? Thousands of knowledge worker diary entries reviewed - What happened? - Good day/bad day? Source: Teresa Amabile and Steven Kramer, Harvard Business Review: “What Really Motivates Workers, http://hbr.org/2010/01/the-hbr-list-breakthrough-ideas-for- 2010/ar/1
  24. 24. What people dislike #1 reason for bad days at work: Encountering roadblocks to meaningful accomplishment
  25. 25. What people enjoy 75% of all good days at work were linked to progress and overcoming obstacles
  26. 26. Thus, to enjoy work more Download poster and hang it at your workplace: www.cedur.se/downloads/rpm.pdf
  27. 27. www.christopheravery.com The Responsibility ProcessTM 20+ years of focus on ”just” this…
  28. 28. Pair up, what did you find interesting or useful?Problem fix keep TM The Responsibility Process RESPONSIBILITY OBLIGATION SHAME JUSTIFY LAY BLAME
  29. 29. PART IIIf what you want involves others What can you do?
  30. 30. The illusion of control Random ticket numbers Picked their own ticket numbers 4x more expensivePrice requested Source: Langer, Ellen J. (1975), "The Illusion of Control", Journal of Personality and Social Psychology 32 (2): 311–328
  31. 31. People do not like other people’sideas. They like their own ideas ...4 times as much
  32. 32. Spread of agile knowledge on an average teamExpert Gap is too wide, very few can contribute to discussions PersonsClueless
  33. 33. Required for buy in and sustainable changeCommon Everyone canpool of ideas contribute to discussion! teams Buy in,Scrum change Sustainable change agile XP Continous improvements lean
  34. 34. Arguments and persuasion Blah Blah Blah… and further proof that agile is awesome… Now, get started!
  35. 35. What people need to change Laggards: Innovators: New things Extreme pressure, Fool proof 2% Early adopters: Reasons 16% 14% 34% 34% Early majority: SuccessLate majority:SafetySome pressure
  36. 36. Have patience Take it step by step Don’t take resistance personal
  37. 37. Why do people not cooperate? What’s in it for me? Do you know?
  38. 38. Innovators Laggards 2% Early adoptersPeople do not like other people’s ideas 16% 14% 34% 34% Early Late majority majority What’s in it for me?
  39. 39. Homework…Put a card like this inyour pocket.Start with ”lay blame”- Got off it! (10p)• It got out! (1p) Source: Christopher Avery
  40. 40. Thank youI offer life time support on this presentation. Ifyou have questions, just contact me! henrik@cedur.se +46 709 40 08 64 Twitter: @henrikber www.cedur.se/agile-blog

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