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The DNA for Catalysing Organisational Improvements

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Slides from the session entitled "The DNA for Catalysing Organisational Improvements" presented in the Agile Christchurch (New Zealand) 2019.

Published in: Leadership & Management
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The DNA for Catalysing Organisational Improvements

  1. 1. Agile Coaching DNACatalysing Improvements Manoel Pimentel Agile Coach and Author leanpub.com/TheAgileCoachingDNA
  2. 2. About me Manoel is a catalyser of changes, author of the book ‘The Agile Coaching DNA’, speaker, cyclist enthusiast, and Agile Coach at at Elabor8 in Australia. He has over 20 years of experience working as a designer of solutions and helping software development teams to create better ways of working. Manoel is also passionate about innovative ways of improving organisations, for this reason, he helps companies applying practices of Management 3.0, Learning 3.0 and Lean Change Management and Agile in large scale.
  3. 3. My history with Coaching started in 2008 Perceived Changes Time First 2 months Following 4 months
  4. 4. In the first 6 months, I was: q Guiding q Leading q Teaching q Evangelising q Arguing
  5. 5. It wasn't enough (or effective)
  6. 6. Source of ideas and tools The Coaching universe • Psychology • Behaviour • Drivers/Motivators • Social dynamic • Change process
  7. 7. My history with Coaching started in 2008 Perceived Changes Time First 2 months Following 4 months
  8. 8. What’s Coaching?
  9. 9. “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” John Whitmore - Coaching for Performance
  10. 10. How?
  11. 11. First quick Coaching experiment (let’s think about it) Fill the gaps…. Be creative J
  12. 12. #emptiness
  13. 13. The key idea about Coaching is: It’s the art of helping people to use the emptiness to create value IMHO
  14. 14. How? - key lessons for Coaches q Be vulnerable q Be humble q Be curious q Be a catalyst of reactions
  15. 15. What’s Agile Coaching?
  16. 16. My definition Agile Coaching is an approach to foster an organisation shift to improve the work, the behaviours, and the outcomes in the context of the development of solutions/products.
  17. 17. What’s the purpose of Agile Coaching?
  18. 18. Eliminate the 5 biggest issues
  19. 19. The DNA
  20. 20. What is it? A practical compass of objectives and metaskills to overcome the challenges and issues to adopting agile
  21. 21. Coaching Agreement
  22. 22. The DNA - The Essence of Agile Coaching
  23. 23. The DNA - The Essence of Agile Coaching Our major focus
  24. 24. Evolving the DNA
  25. 25. Different shapes, same essence
  26. 26. Different hats?
  27. 27. Focusing on the essence, not the on the shape No mattersthe shape, the goal is to eliminate the issues in the system you are working on (team, product, project, organisation)
  28. 28. Prioritising the work (example)
  29. 29. Catalyse Improvement
  30. 30. Catalyse Improvement Providing support and facilitation to the change journey is the primary element during the Agile Coaching process. As Agile Coaches, we need to continuously help organisations, teams, and individuals in the journey from the current state to the future state. That is the real gist of coaching.
  31. 31. Define: Catalyse |ˈkat(ə)lʌɪz| “cause or accelerate (a reaction) by acting as a catalyst. the enzyme catalyses the oxidation of acetaldehyde.”
  32. 32. Models
  33. 33. The GROW model
  34. 34. Lean Change Management
  35. 35. Agile Coach == Change Facilitator
  36. 36. Promote Awareness
  37. 37. Promote AWARENESS To catalyse the improvements, it’s important to help people to be aware of the problems, gaps, needs, options of solutions, etc. Most of the time, Agile Coaches give support to people to explore their mindsets, behaviours, and consequences to promote changes and improvements.
  38. 38. Driving people’s attention to actionable areas
  39. 39. Perspectives
  40. 40. Situations
  41. 41. Gaps and Bridges # What are we? # What do we do? # What do we have? Bridges # What do we have to do?
  42. 42. Outcomes
  43. 43. Data-informed culture
  44. 44. Velocity
  45. 45. Team Health Check
  46. 46. Program Health Check
  47. 47. Lead Time and Flow Efficiency
  48. 48. Work Time 7.2 59% Queue Time 5.0 41% Overall flow efficiency (Drop 1, 2, and 3) Work Time Queue Time
  49. 49. Design 2.4 Design 1.9 Design 1.8 Ready 1.4 Ready 1.9 Ready 1.8 Impl 4.5 Impl 2.0 Impl 2.0 Ready 2.3 Ready 5.1 Ready 2.5 V&V 2.6 V&V 3.2 V&V 1.1 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0 AVG Drop 1 AVG Drop 2 AVG Drop 3 LEAD TIME (WEEKS) AVG Lead Time per Drop
  50. 50. Boost Ownership
  51. 51. Boost OWNERSHIP Awareness can lead people toward engagement. If we are aware of our problems and their implications, we are more likely to feel responsible for the solution. Ownership means that the person has sufficient commitment on the path toward some goal. In others words, the person is committed to knowing why and how to build the road to reach his or her purpose. This situation builds self-esteem and self-motivation.
  52. 52. Psychological Ownership "Psychological ownership is the feeling of possession over a target – an object, concept, organization, or other person – that may or may not be supported by formal ownership. This ownership not only defines the object (“that is my team”), but also, more importantly, the owner (“my team is Oxford United; I am an Oxford United fan”).” Paper: Psychological Ownership Effects and Applications, Helen Campbell Pickford, Genevieve Joy and Kate Roll
  53. 53. It’s not only about “Formal” ownership A racing car driver may define himself by the fact that he drives cars; over time, this can lead to a sense of ownership over the cars even if he does not personally own them
  54. 54. Psychological Ownership – Factors ● Autonomy ● Participative decision-making ● Sense of identification ● Ability to impact great outcomes
  55. 55. The key to unlocking ownership
  56. 56. Decentralised decision making The Seven Levels of Delegation (Management 3.0)
  57. 57. Decentralised decision making
  58. 58. Tip for Agile Coaches to foster ownership #NoColonising #NoJudgement
  59. 59. “Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime.”
  60. 60. Questioning AND Listening Skills 80/20% Listening Questioning (using the emptiness)
  61. 61. Develop Competencies
  62. 62. Develop COMPETENCIES Maybe people will need a different set of skills to achieve the desired state. Most of the time, change means adopting different behaviours and new ways of working. People need to learn different responsibilities and activities during an Agile transformation. For this reason, they will need assistance and support to grow skills.
  63. 63. A recursive application
  64. 64. Awareness about the gaps
  65. 65. What’s competence?
  66. 66. The KAFE of competencies This is about having all the necessary information, concepts, and theories regarding a domain/subject. This is the proper experience of applying the knowledge and handling the issues and nuances in a domain/subject This element is about how to perform more naturally without expending too much energy during the practice. This is about how to continuously use the competence to produce the best results and outcomes.
  67. 67. The KAFE Design
  68. 68. Experts define questions and answers Learners define questions but experts define answers Learners define both questions and answers 1.0 2.0 3.0 Models of Learning
  69. 69. Facilitate Barrier Removal
  70. 70. Facilitate BARRIER REMOVAL Agile Coaches must act as change facilitators. A Change Facilitator is someone who helps the organisation to identify the opportunities to improve and foster collaborative strategiesto maximise the success of the change efforts. We always have driving forces (positive forces) and restraining forces (resistance) to achieve any goal during a change initiative.
  71. 71. Most typical barriers AntiFlow AntiValue AntiEvolution
  72. 72. Mapping the barriers
  73. 73. How to reduce friction in organisational changes?
  74. 74. The DNA - The Essence of Agile Coaching
  75. 75. Summing up : Different shapes, same essence
  76. 76. Agile Coaching DNA Professional Network Community of Practitioners, Materials (PDFs, Tools, etc.) agilecoachingdna.pro
  77. 77. Questions?
  78. 78. Good bye? leanpub.com/TheAgileCoachingDNA twitter.com/manoelp manoel@agilecoachingdna.pro

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