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The Conflict Fast Model - Agile2016

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The Conflict Fast Model - Changing a pseudo agile-team into a real agile-team. Slides of my session at the Agile Conference 2016

Published in: Leadership & Management

The Conflict Fast Model - Agile2016

  1. 1. The Conflict Fast Model Manoel Pimentel Agile Coach twitter.com/manoelp Elabor8 Changing a pseudo agile-team into a real agile-team
  2. 2. manoelp
  3. 3. elabor8.com.au
  4. 4. 2002
  5. 5. faces for ESL
  6. 6. WTH faces
  7. 7. What does “being team” mean?
  8. 8. tons of books
  9. 9. the Tuckman model
  10. 10. the Tuckman model Bruce Wayne Tuckman, 1965
  11. 11. the Tuckman model Bruce Wayne Tuckman, 1965
  12. 12. the Tuckman model Bruce Wayne Tuckman, 1965
  13. 13. Forming Storming Norming Performing Adjourning
  14. 14. Forming Storming Norming Performing Adjourning
  15. 15. Forming Storming Norming Performing Adjourning testing and dependence intragroup hostility/conflict development of Group Cohesion simultaneous autonomy and mutualityunrest characterized by friction and disharmony
  16. 16. Forming
  17. 17. Katzenbach Model HBR, July-August 2005
  18. 18. the team performance curve
  19. 19. the members interact primarily to share information and to make decisions to help each individual perform.
  20. 20. focus on individual tasks/deliveries
  21. 21. “A wannabe team”. It has not focused on collective performance
  22. 22. Are deeply committed to their purpose, goals, and approach.
  23. 23. team members are also very committed to one another.”
  24. 24. Forming Storming Norming Performing Adjourning Pseudo-Team
  25. 25. The 5 Dysfunctions Patrick Lencioni
  26. 26. “If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.”
  27. 27. artificialharmony
  28. 28. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team
  29. 29. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team Project
  30. 30. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team Project
  31. 31. Why we avoid conflicts?
  32. 32. assumptions
  33. 33. afraid of the impact
  34. 34. walking on eggs
  35. 35. we don’t wanna hurt our colleagues
  36. 36. Forming Storming Norming Per Pseudo-Team
  37. 37. hypothesis of impact
  38. 38. “Mike will be upset if I talk to him about it”
  39. 39. limiting beliefs
  40. 40. what can we do with a hypothesis?
  41. 41. validate it!
  42. 42. Conflict the Fast
  43. 43. don't repress your different point of view
  44. 44. systemic awareness increase the
  45. 45. artificialharm ony fear of conflicts
  46. 46. Forming Storming Norming Performing Pseudo- Team Potential-Team Real-Team High Performing Team
  47. 47. Forming Storming Norming Performing Pseudo- Team Potential-Team Real-Team Project High Performing Team
  48. 48. how?
  49. 49. redefining conflict
  50. 50. we can learning from the conflicts
  51. 51. we can learning from the differences
  52. 52. productive ideological conflict destructive fighting Patrick Lencioni
  53. 53. “Ideological conflict is limited to concepts and ideas, and avoids personality-focused, mean-spirited attacks.” Patrick Lencioni
  54. 54. productive ideological conflict destructive fighting
  55. 55. conflict fast fighting fast
  56. 56. different ideas are
  57. 57. “Great teams understand the danger of seeking consensus” Patrick Lencioni
  58. 58. diversity is a fuel for innovations
  59. 59. • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management teams that fear conflict Patrick Lencioni
  60. 60. teams that engage in conflict • Have lively, interesting meetings • Solve real problems quickly • Minimize politics Patrick Lencioni
  61. 61. preparation
  62. 62. Behavioural Radar
  63. 63. We want We accept We don't understand We avoid
  64. 64. We want We accept We don't understand We avoid active listening patience emotional explanations rudeness non- collaborative behaviors aggressive behavior
  65. 65. your turn!
  66. 66. We want We accept We don't understand We avoid
  67. 67. enabling trust
  68. 68. Team Build Activities
  69. 69. We show our best version
  70. 70. vulnerabilities #weaknesses, #skill deficiencies, #interpersonal shortcomings, #mistakes, #requests for help.
  71. 71. "a great team requires team members to make themselves vulnerable"" P. Lencioni
  72. 72. we have our MOGWAI rules
  73. 73. my mogwai rules • I hate phone calls • I don’t pay attention in small details • I don’t believe in detailed plans
  74. 74. my mogwai rules my mogwai rules my mogwai rules my mogwai rules my mogwai rules
  75. 75. #NoChange
  76. 76. systemic awareness increase the
  77. 77. your turn!
  78. 78. my mogwai rules • I hate phone calls • I don’t pay attention in small details • I don’t believe in detailed plans
  79. 79. confession of sins I'm glad protest against the system
  80. 80. during the conflict
  81. 81. people are complex!
  82. 82. #Thanks
  83. 83. my general rule during hard conflicts:
  84. 84. #NoStage for conflicts
  85. 85. one-a-one if is possible try
  86. 86. a few tools
  87. 87. system thinking
  88. 88. metaperspective
  89. 89. 6 thinking hats Edward de Bono
  90. 90. Problem 115
  91. 91. Conflict 116
  92. 92. but... 117
  93. 93. Problem 118
  94. 94. Problem 119
  95. 95. Problem 120
  96. 96. Solution 121
  97. 97. 6 hats is about styles of thinking
  98. 98. but...
  99. 99. conflicts are unsolvable sometimes.
  100. 100. bad impacts
  101. 101. Conflict Bad Impacts
  102. 102. Conflict Bad Impacts Visualise
  103. 103. Conflict Bad Impacts We can’t solve it! Visualise
  104. 104. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here!
  105. 105. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
  106. 106. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
  107. 107. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise Norming
  108. 108. Forming Storming Norming Performing Adjourning
  109. 109. your turn!
  110. 110. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
  111. 111. linkedin.com/today/author/manoelp by: The Conflict Fast Model Forming Project Storming Norming Perf Absence of Trust Fear of ConflictLack of Commitment Avoidance of Accountability Inattention to Results Artificial H arm ony Hi 5! I love you, you love me… Disagree! We have a problem! Project Conflict Fast Courage and Transparency to face the conflicts Forming Storming Norming PerformanceThe Five Dysfunctions of a Team Patrick Lencioni Tuckman's Stages of Team Development Tuckman's Stages of Team Development
  112. 112. #Collaborating with the system #Rapid Learning #Improvement #Veiled opinion #No collaboration #No Improvement
  113. 113. don't repress your different point of view
  114. 114. artificialharm ony fear of conflicts
  115. 115. ? min(t) ! Inspired by @alissonvale formula ( Agile Brazil 2011) Conflict Fast Model systemic awarenesshypothesis of impact sum m ary:
  116. 116. thanks! Manoel Pimentel Agile Coach twitter.com/manoelp

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