Collaboration through Conflict - Orlando Code Camp March 2014

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Describes 5 common sources of conflicts in teams and provides an overview of tools and techniques for agile software teams to make the conflict constructive.

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  • Do some of your team results look like this? Do you find that sometimes teams implode due to “unexplainable” circumstances? This is a photo from the results of a hurricane that struck Galveston, TX in 1900. In these days, hurricanes were equally unexplainable. You could only clean up the damage afterwards.
  • These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
  • Let’s discuss the relationship between conflict and collaboration
  • We’ve had several conversations on this and our point of view is…
  • You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • But in order to go from Storming to Norming and then Performing, the teams must have constructive conflict
  • Jean introduced me to another interesting book on conflict and shared some of her insights on how facilitation can be used.
  • Let’s review
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • Many people start their agile journey learning about the values and principles of the Agile Manifesto
  • Different agile/lean methodologies talk about different values and principles. These help guide teams and organizations on what to change and when.But do they stick? Do teams and organizations really embrace them?
  • Better to find out what you value first
  • Better to find out what you value first
  • Better to find out what you value first
  • What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • So let me do a VERY QUICK WALK THROUGH of one exercise to map your values. It’s called the Mountains and Valleys exercise from the book Tribal Leadership. Lyssa Adkins describes a similar exercise called “Journey lines” in her book Coaching Agile Teams. Mountains and Valleys goes a bit further. There are many other ways to do this, but I find this one very straightforward for most people.
  • Consider a timeline of your life. The vertical access would measure how satisfied you were with certain events in your life.
  • Then you want to label each event.
  • For the negative events, what was missing the most? Again, try to use phrases instead of single words.
  • You may even want to sit with someone you trust and have them ask open powerful questions as to what was going on. 5 Whys can work here as well. You will likely come up with more values for each event. Then try to identify what patterns you are seeing across the different events.
  • Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • People will still blow up at times. Maybe even you will. You have to show it’s ok to “fail” and that it’s an opportunity to learn. In the Responsibility Process, Christopher Avery describes how “lay blame”, “justify”, “shame”, “obligation” and “quit” are all natural responses, but none of them allow us to learn what is truly going on. They are coping mechanisms. Only until we recognize these states and give them up do we finally see true options to solve the problem.
  • Actions to take in taking a team to the “next level”
  • Actions to take in taking a team to the “next level”
  • Actions to take in taking a team to the “next level”
  • Actions to take in taking a team to the “next level”
  • Actions to take in taking a team to the “next level”
  • Collaboration through Conflict - Orlando Code Camp March 2014

    1. 1. Collaboration through Conflict Evolving Better Teams Mark Kilby March 22, 2014
    2. 2. Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter http://markkilby.com Linkedin.com/in/mkilby Software since 1990; Coaching since 2003
    3. 3. Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter http://markkilby.com Linkedin.com/in/mkilby AgileOrlando.com (founder) Lean Coffee Orlando (founder) speaker Software since 1990; Coaching since 2003
    4. 4. TALENT4STARTUPS.ORG • Coming soon! (targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills
    5. 5. 3 QUESTIONS FOR YOU…
    6. 6. 3 QUESTIONS FOR YOU… DO YOU LEAD OR COACH TEAMS?
    7. 7. 3 QUESTIONS FOR YOU… DO YOU PRACTICE AGILE NOW? (SCRUM, XP, KANBAN, SAFE, DAD, ETC.)
    8. 8. Seen these results with teams?
    9. 9. Storm patterns
    10. 10. Purpose today is to… • Better understand the relationship between Conflict & Collaboration
    11. 11. Purpose today is to… • Better understand the relationship between Conflict & Collaboration • Give you and your teams several tools to navigate through conflict
    12. 12. Benefit Teams that can deliver in any conditions
    13. 13. Agenda 1. Understand Types of Conflict and Collaboration 2. Values & Conflict 3. When Things Still Go Wrong
    14. 14. Working Agreements
    15. 15. Working Agreements 1. Ask questions!
    16. 16. CONFLICT AND COLLABORATION Understand Types of
    17. 17. Jean Tabaka Agile Fellow Rally Software
    18. 18. Our point of view…
    19. 19. Collaboration invites Conflict Forming Storming NormingPerforming Tuckman, 1965
    20. 20. Collaboration invites Conflict Forming Storming NormingPerforming
    21. 21. We cannot avoid storms of conflict…
    22. 22. Christopher Moore’s “The Mediation Process: Practical Strategies for Resolving Conflict” SOURCES of Data Relationship Structural Interests Values CONFLICT Courtesy of Jean Tabaka
    23. 23. SOURCE of CONFLICT: DATA Data Relationship Structural Interests Values • lack of information
    24. 24. SOURCE of CONFLICT: DATA Data Relationship Structural Interests Values • lack of information 2 ways it shows up: 1. Day-to-day information sharing (reporting) 2. In collaboration events
    25. 25. Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 Day-to-Day Information Radiators
    26. 26. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16
    27. 27. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating?
    28. 28. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update?
    29. 29. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least)
    30. 30. Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least) Can you see the whole system?
    31. 31. Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible
    32. 32. Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG
    33. 33. Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG Are you surprised by what you release?
    34. 34. Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG CONFLICT by DATA
    35. 35. Who facilitates meetings?
    36. 36. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Facilitator
    37. 37. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Gathering … New Requirements Sprint observations? Root causes? Ideas for improvement? Risks?
    38. 38. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone contributing every few minutes? (at least)
    39. 39. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Is everyone contributing every few minutes? (at least)
    40. 40. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Is everyone contributing every few minutes? (at least)
    41. 41. In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Every few minutes? (at least) (if not) CONFLICT by DATA
    42. 42. Data Relationship Structural Interests Values SOURCE of CONFLICT: Relationship • strong emotions, misperceptions, or stereotypes
    43. 43. Data Relationship Structural Interests Values SOURCE of CONFLICT: Relationship • strong emotions, misperceptions, or stereotypes 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
    44. 44. Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did?
    45. 45. Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did? Guess WHO botched the build again?
    46. 46. Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did? Guess WHO botched the build again? Management/Business is making unreasonable requests!
    47. 47. Day-to-Day Relationship Challenges Can you believe what (FAVORITE SCAPEGOAT ROLE) did? Guess WHO botched the build again? ________ is making unreasonable requests! CONFLICT of RELATIONSHIP (listen for “role” labels or assumption of intent)
    48. 48. Day-to-Day Relationship Builders Preemptive: Working Agreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
    49. 49. Day-to-Day Relationship Builders Preemptive: Working Agreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
    50. 50. In Collaboration Events: Safety Checks Facilitator Do we all feel safe discussing this topic? Let’s check. Source of Conflict: Relationship
    51. 51. In Collaboration Events: Safety Checks How would you rate this meeting for what you can share? Level Description Votes 5 - Secure I feel free to discuss anything. 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. 2 - Dangerous I’ll let others bring up issues, but might chime in on some. 1 - Treacherous I’ll smile and just agree with everyone. Source of Conflict: Relationship
    52. 52. In Collaboration Events: Safety Checks Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X Anonymous votes Source of Conflict: Relationship
    53. 53. In Collaboration Events: Safety Checks How can we bring up the level of safety? Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X If any vote 3 or less… Source of Conflict: Relationship
    54. 54. Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation
    55. 55. Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation • Management, senior staff
    56. 56. Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation • Management, senior staff 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
    57. 57. Day-to-Day Going to the Gemba Gemba – “the real place”
    58. 58. Day-to-Day Going to the Gemba Gemba – “the real place” Going to Gemba (Lean) - purposely observing how people work together to create value - Jim Womack
    59. 59. Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
    60. 60. Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
    61. 61. Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/ As a manager, … Do you mingle with your staff daily? Do you ask questions that allows everyone to observe how value is created?
    62. 62. Day-to-Day Powerful Questions Scenario Instead of asking… Try asking… Team has been in conversation for a while and you think they need to hear one person’s opinion. What’s your opinion? What is possible here? What is the part that is not yet clear? Team is diving into details and you think they should spend more time “envisioning” solutions. What are other options? What is here that you want to explore? What is just one more possibility? Adapted from “Powerful Questions for Agile Teams” by Lyssa Adkins
    63. 63. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements FacilitatorSenior Staff
    64. 64. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ FacilitatorSenior Staff Parking Lot Action Items Facilitator should introduce Organizing Tools at Opening
    65. 65. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ We should discuss XYZ now! Parking Lot Action Items Source of Conflict: Structural
    66. 66. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items Does XYZ meets our purpose and agenda? Source of Conflict: Structural
    67. 67. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it is part of the purpose and agenda, show where it will be discussed Source of Conflict: Structural
    68. 68. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it does not, ask to put it in the Parking Lot to check in on what the group should do with this item at the end of the meeting Source of Conflict: Structural
    69. 69. In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ In the “Close”, clear the Parking Lot by asking the group if an action needs to be taken for each item. Be sure it has an owner and due date Source of Conflict: Structural
    70. 70. Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy of Jean Tabaka • competition for resources; scarcity mindset
    71. 71. Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy of Jean Tabaka • competition for resources; scarcity mindset 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
    72. 72. Day-to-Day Reactions to Scarcity
    73. 73. Day-to-Day Reactions to Scarcity “I don’t see a problem with our resources.”
    74. 74. Day-to-Day “Management will not give us what we need.” Reactions to Scarcity
    75. 75. Day-to-Day “I can’t do better since I don’t have what I need.” Reactions to Scarcity
    76. 76. Day-to-Day “I just can’t seem to convince people we need this.” Reactions to Scarcity
    77. 77. Day-to-Day “I have to fight for my team to get what they need.” Reactions to Scarcity
    78. 78. Day-to-Day “This is hopeless. I’m just doing the minimum until something better comes along.” Reactions to Scarcity
    79. 79. Day-to-Day Reactions to Scarcity We all get “stuck” at one of these place
    80. 80. Day-to-Day Perceived Scarcity Anxiety about
    81. 81. Learning Anxiety Day-to-Day When we realize we are stuck, we have an opportunity to learn about our model of the problem
    82. 82. Day-to-Day “I wonder what I’m not seeing to help us get what we need?” “I wonder who I’m not considering to collaborate with on resource needs?” “I wonder how I can show a return on investing in these resources?” Learning
    83. 83. Day-to-Day “I wonder what I’m not seeing to help us get what we need?” Learning
    84. 84. Learning Anxiety “An upset is an opportunity to learn” - Christopher Avery Day-to-Day
    85. 85. In Collaboration Events: Making All Views Visible in a Debate Facilitator
    86. 86. In Collaboration Events: Making All Views Visible in a Debate Here is the way it is!!! You’re wrong!!! A B Source of Conflict: Interests
    87. 87. In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B Source of Conflict: Interests
    88. 88. In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B CONFLICT of INTERESTS
    89. 89. In Collaboration Events: Making All Views Visible in a Debate !!!Are you willing to work this out? A B
    90. 90. In Collaboration Events: Making All Views Visible in a Debate Yes Yes A B
    91. 91. A point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A point of view A B
    92. 92. A point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A B Did B describe your point of view A? Yes.
    93. 93. B point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B B point of view
    94. 94. B point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B Did A describe your point of view B? Yes.
    95. 95. In Collaboration Events: Making All Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ !!!Is there a middle way? Both sides feel they are heard and understood
    96. 96. In Collaboration Events: Making All Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ Brainstorming __________________ __________________ __________________ __________________
    97. 97. Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lack of information • Approaches: Information Radiators equally updated, Brainstorming & Listing (facilitated) • RELATIONSHIP – strong emotions, misperceptions, or stereotypes • Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements • STRUCTURAL – someone of unequal power in conversation • Approaches: going to Gemba, powerful questions, clear purpose and agenda, working agreements, properly using Parking Lot and Action Items • INTERESTS – competition for resources; scarcity mindset • Approaches: active listening and rigorous facilitation to level playing field, Avery’s Responibility Model
    98. 98. VALUES & CONFLICT Understand
    99. 99. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict
    100. 100. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments Courtesy of Jean Tabaka
    101. 101. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective?
    102. 102. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? NO.
    103. 103. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? Challenging ValuesNO. Why?
    104. 104. We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. Values of AgileManifesto.org Individuals & interactions Processes & toolsover Working product Comprehensive documentation over Customer collaboration Contract negotiationover Responding to change Following a planover
    105. 105. Scrum Values Commitment Focus Openness Respect Courage XP Values Feedback Simplicity Communication Respect Courage Lean Software Principles Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole
    106. 106. The problem with “giving” values… • They may not stick with the team
    107. 107. The problem with “giving” values… • We may not know what we value • They may not stick with the team
    108. 108. The problem with “giving” values… • We may not know what we value • They may not stick with the team • We can’t be sure if our values align with others
    109. 109. A (working) model of how teams evolve CORE CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com
    110. 110. A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose CORE
    111. 111. A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values CORE
    112. 112. A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values • Preferences (Working Agreements) CORE
    113. 113. CORE A (working) model of how teams evolve Forming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
    114. 114. CORE A (working) model of how teams evolve What’s in it for me? Forming Storming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
    115. 115. CORE A (working) model of how teams evolve What’s in it for me? What’s in it for us? (develop working agreements around values) Forming Storming Norming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
    116. 116. CORE A (working) model of how teams evolve What’s in it for me? What’s in it for others to have us work as a team? (amplify the Elevating Purpose for the team) Forming Storming Norming Performing See “resonant teams” on markkilby.com Drawn to the purpose of the group. What’s in it for us? (develop working agreements around values)
    117. 117. CORE A (working) model of how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose Many leaders can get here See “resonant teams” on markkilby.com
    118. 118. CORE A (working) model of how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Some leaders can get here Few get here See “resonant teams” on markkilby.com
    119. 119. A (working) model of how teams evolve CORE CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Many leaders can get here Few get here See “resonant teams” on markkilby.com (without this) CONFLICT of VALUES
    120. 120. TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM… WE NEED TO MAP OUR VALUES
    121. 121. MAP YOUR VALUES FIRST…
    122. 122. S A T I S F A C T I O N TIME 201320031993 Adapted from http://www.culturesync.net/happiness Euphoric Tragic Think back along your career A quick walk through…
    123. 123. S A T I S F A C T I O N TIME 201320031993 A B C D E F Adapted from http://www.culturesync.net/happiness Euphoric Tragic Map the high and low points
    124. 124. Event A – Values (+) Event B – Values (-) Event C – Values (+) Event D – Values (-) Event E – Values (+) Event F – Values (+) VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility New Path / Explore / Build Together Valued Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness For high & low points, what was most present or missing the most for you?
    125. 125. Event A - Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness What patterns do you see?
    126. 126. Event A - Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL VALUES CHART EXPLORING TO LEARN Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness Describe the patterns
    127. 127. APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL EXPLORING TO LEARN CORE VALUES For the complete instructions to map your values, go to http://www.culturesync.net/happiness
    128. 128. MAP TEAM VALUES Next, together ...
    129. 129. Express Values as Preferences CO-CREATING EXPLORING TO LEARN CORE VALUES Project: I would rather pair than work solo on a project Presentation: I would rather have exercises and Q&A than talk to a bunch of slides Administration: Repetitive work makes me numb Career: I prefer changing roles within an environment Context: Preference See http://ssrm.com/abst
    130. 130. Share preferences with your team: Values Constellations I prefer to pair http://tinyurl.com/l745pqo Note: Multiple ways to use this technique
    131. 131. Pay attention to… Who is close to center? Who is far away?
    132. 132. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value)
    133. 133. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?)
    134. 134. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?) Develop Value-based Working Agreements
    135. 135. WHEN THINGS STILL GO WRONG
    136. 136. Learning Anxiety “An upset is an opportunity to learn” “What am I not seeing?”
    137. 137. 1) Keep DATA visible always
    138. 138. 1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS
    139. 139. 1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE
    140. 140. 1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets
    141. 141. 1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets 5) Map VALUES to develop working agreements
    142. 142. Allows you to chase the storms of conflict to evolve your teams
    143. 143. LIFE WITHOUT CONFRONTATION IS DIRECTIONLESS, AIMLESS, PASSIVE. WHEN UNCHALLENGED, HUMAN BEINGS TEND TO DRIFT, TO WANDER OR TO STAGNATE. CONFRONTATION IS A GIFT. DAVID AUGSBURGER
    144. 144. Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter Linkedin.com/in/mkilby http://markkilby.com Learn more at AgileOrlando.com THANKS! Questions? Mar26 – Talent4Startups organization meeting Apr 07 – Using Kanban at Scale May 05 – How often are you wrong Lean Coffee Q&A sessions held every 2 weeks
    145. 145. TALENT4STARTUPS.ORG • Coming soon! (targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills

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