STORIES YOU LIKED MOST

Chandan Lal Patary Page 1 of 1
Preface:
Business transformation is crucial for any organization. There are several factors which influences
efficient transformation process. Be it a people, process, technology or domain. This book is the
collections of various Linked in Post in different facet of organization growth to do excellent
execution specially software product developmentareas. Thisbook is the outcome of severalyears
of my research in software product development.
This book pursues an ambitious goal: it attempts to provide answers to the questions on various
angle of transformation issues and how to become excellent in software product development. It
highlights challenges organization and team members are facing. This book has all the top liked
linked in posts. Out of 206 blogs I have choose the best one. I have been collecting these blogs
from July 2015.
At the end all these concepts can help any organization and team to run the software product
development much more efficient way. By understanding all these practices systematically any
team can become more mature and deliver value.
 Increase speed of product development
 Align individual and corporate objectives
 Create a culture driven by performance
 Increase shareholder value creation
 Achieve stable and consistent communication of performance at all levels
 Enhance individual development and quality of life
All these steps are part of the team journey to maturing the process and it will transform an
organization which will be a natural slow process. Persistence is the key with frequent inspection
and adaptation about the progress.
All these concepts have applied into our environment and achieved benefit, same thing has to
experiment and check for the benefit in individual context.

STORIES YOU “liked” most
1 | P a g e

7/30/2016 High Price of Low Trust ..How can YOU build Trust? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/highpricelowtrusthowbuildchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/8
High Price of Low Trust ..How
can YOU build Trust?
Published on October 17, 2015 | Featured in: India, Management Consulting
Edit post
Chandan Lal Patary
Enterprise Agile Coach at Société Gén…
172 16 44

Trust is the foundation for team effectiveness.Without it, a team will
not do
more than go through the motions of teamwork.
Dennis S. Reina and Michelle L. Reina are the principals of the
consulting
and research firm Chagnon & Reina Associates, Inc. in Stowe, VT,
according to them there are three types of Trust.
Contractual Trust within Teams
Communication Trust within Teams
Competence Trust within Teams

With Contractual trust, the entire team consistently understands
goals, and everyone shares a common understanding of roles and
responsibilities. Boundaries are clear. Team members have mutual
interests.
Communication trust involves honest and frequent communication.
Teams engage in truthtelling, and with good purpose. Team members

admit their mistakes,maintain confidentiality, and seek and provide
feedback. Their actions are congruent with their words,and vice
verse.
Competence trust exists, team members respect one another’s ability
to fulfill their mutual responsibilities.Because they succeed together,
team members rely on mutual learning and development and actively
seek each other’s input to achieve objectives. They help each other.
They honor agreements. They respect one another’s skills and
knowledge.
One of the Principles behind the Agile Manifesto is
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done.

In his book "Overcoming The Five Dysfunctions Of A Team" Patrick

Lencioni explains that trust is all about vulnerability, 'Team members
need to be comfortable being exposed to one another, so that they will
be unafraid to honestly say things like “I was wrong,” “I made a
mistake,” “I need help,” “I’m not sure,” “you’re better than I am at
that,” and “I’m sorry."'
According to Ken Blanchard, There are four key elements that leaders
need to be aware of when they are looking at building or restoring
trust with the people they lead. The four elements are are Able,
Believable, Connected, and Dependable—the Trust Works!
Able is about demonstrating competence
Believable means acting with Integrity
Connected is about demonstrating care and concern for other
people
Dependable is about reliably following through on what the
leaders say that they are going to do.
"The glue that holds all relationships togetherincluding the

relationship between the leader and the ledis trust, and trust is based
on integrity." Brian Tracy
"Trust each other again and again. When the trust level gets
high enough, people transcend apparent limits, discovering new
and awesome abilities of which they were previously unaware."
David Armistead
"When the trust account is high, communication is easy, instant, and
effective." Stephen R. Covey
As an agile coach we have to increase the level of trust in the team by
applying various practices.

Tagged in: trust management team building
Home Profile My Network Jobs Interests Business Services Try Premium for free
 Advanced Search for people, jobs, companies, and more... 
280
 

2 | P a g e

7/30/2016 Transforming Command and Control type Leader to Servant Leader? How this will Help YOU? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/transformingcommandcontroltypeleaderservantchandanlal?trk=mpreadercard 1/9
Transforming Command and
Control type Leader to Servant
Leader? How this will Help YOU?
Published on August 11, 2015 | Featured in: Leadership & Management
Edit post
Chandan Lal Patary
Enterprise Agile Coach at Société Génér…
70 4 11

How do we transform ourselves from a dictator type traditional
leader to servant leadership?
__________________________________________________
Command and Control is a management style based
on a strict hierarchy of authority. Managers have
specific authority to issue commands. Commands
must be followed or discipline is applied.
______________________________________________________
Mostly used in military work, in a knowledgedriven organization
command and control techniques are considered counterproductive
(e.g. a barrier to creativity).
Many people will not agree that today leaders slowly becoming
servant leaders compare to positional leaders.
There are some core personality and thinking has to change to

successfully execute this roles.
Robert Greenleaf, the man who coined the phrase servant
leadership, defines it this way:
The servantleader is servant first. . . . It begins with the natural
feeling that one wants to serve, to serve first. Then conscious
choice brings one to aspire to lead. He or she is sharply different
from the person who is leader first, perhaps because of the need to
assuage an unusual power drive or to acquire material
possessions. For such it will be a later choice to serve—after
leadership is established. The leaderfirst and the servantfirst are
two extreme types. Between them there are shadings and blends
that are part of the infinite variety of human nature.
The difference manifests itself in the care taken by the servant—first
to make sure that other people’s highest priority needs are being
served.
The best test, and most difficult to administer, is: do those served grow
as persons; do they, while being served, become healthier, wiser, freer,

more autonomous, more likely themselves to become servants? And,
what is the effect on the least privileged in society; will they benefit,
or, at least, will they not be further deprived (1970)
When we focus about others we tend to change our thought process.
We want to influence our customer, team, they may not directly
reporting to us, but leaders provide services to them.
We become servant leaders, how do we think now?
Think about all the team members
Think about winwin situation for all
Think about other benefit
Build trust
Reduce selfishness gradually
Greenleaf (1977) says others will only follow leaders who are proven,
trusted servants.

Greenleaf goes further to see the leader as essentially not involving
the overt use of power at all. Servant leadership, as he calls it,
involves putting the needs of those who are being led first. He focuses
on higher needs, resulting in mature and holistic development,
involving autonomy, freedom, wisdom and increased focus on service.
The core characteristics of the leader, then, include listening, empathy,
healing, awareness, conceptualization, foresight and the building of
community. In turn, such leadership looks to make a difference within
the institution or project and beyond the group in terms of affecting
those in society with the least resources.
Key characteristic:
Place service before selfinterest
Listen first to express confidence in others
Inspire trust by being trustworthy
Focus on what is feasible to accomplish
Lend a hand.

Provide emotional healing
Servant leaders are committed to serving others rather than achieving
their own goals. Aspects of servant leadership include placing service
before selfinterest, listening to others, inspiring trust by being
trustworthy, focusing on what is feasible to accomplish, lending a
hand, and emotional healing.
______________________________________________________
Tagged in: leadership development
Home Profile My Network Jobs Interests Business Services Try Premium for free Advanced Search for people, jobs, companies, and more... 
280
 

3 | P a g e

7/30/2016 Agile Team ! Learning from movie 300 | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/agileteamlearningfrommovie300chandanlalpatary?trk=mpreadercard 1/12
Agile Team ! Learning from
movie 300
Published on June 22, 2016
Edit post
Chandan Lal Patary
Enterprise Agile Coach at Société Générale
29 8 6

One of my favorite movie is "300" which I have watched 78 times
and every interaction with the team members I mentioned about this
movie
What I liked about this movie ?
300 is a 2006 American epic fantasy war film based on the 1998
comic series of the same name by Frank Miller and Lynn Varley.
The plot revolves around King Leonidas (Gerard Butler), who leads
300 Spartans into battle against the Persian "godKing" Xerxes
(Rodrigo Santoro) and his invading army of more than 300,000
soldiers.
Few dialogue :
"King Leonidas: Tonight, we dine in Hell.
Messenger: This is madness!
King Leonidas: Madness? This is Sparta!"
that is the confidence!

Few committed Team members for common purpose and mission, like
Agile team.They are well trained, highly energetic,committed
passionate team members.Self organized, self driven, motivated
individuals.
They had Purpose , Autonomy and Mastery.
Daily ceremonies and practice bring team members skills up to the
mark.
Inspect and adapt and continuously improve.

What is the use of such large team members ? they are not organized,
motivated, not engaged,confused about their mission.
Well built strategy,techniques , enough safety net built around the

team for survival.
As resources are limited they had adapted based on the emergence.
One team member is competent enough to manage the situation, he is
generalist, not specialist.

Awesome competency..
Select the best talent for the team and remove non performer from the
team

Strong output from the team , delivered value and feel proud of the
output.

Team face the challenges with head on and overcome all the
challenges without fear.

Perfect self organized, self driven , Agile team.
What else can we learn from movie 300 ( High performing team)?
280
 

Love the post? Hate the post? Have other ideas? Please leave a
comment below!
Please find more posts here.
Tagged in: team leadership, high net worth individuals, agility
Chandan Lal Patary
206 posts
Leave your thoughts here…
Simon Powers 1mo
Recommended8 comments
280
 Home Profile My Network Jobs Interests Business Services Try Premium for free Advanced Search for people, jobs, companies, and more... 
280
 

4 | P a g e

7/30/2016 Agile PMO ? A need for an Enterprise Agile Transformation | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/agilepmoneedenterprisetransformationpatarypmpcsmcssgb?trk=mpreadercard 1/15
Agile PMO ? A need for an
Enterprise Agile Transformation
Published on March 5, 2016
Edit post
Chandan Lal Patary
27 4 5

One of my friend has passionate about Project Management practices.
She has executed many large scale multi year, multi million dollar,
Multi site product delivery.
She is now in charge of Agile PMO to drive enterprise agile
transformation projects.She has shared with me her thoughts about
Agile PMO
A “classic” PMO may have any combination of three major areas of
responsibility: Project Management,Program Management, or Project
Portfolio Management.
Alternatively, an organization may create separate offices called the
Project Management Office (PMO), Program Management Office
(PgMO),
and Project Portfolio Management Office (PPMO).
A traditional PMO typically emphasizes maintaining control of
projects by tracking conformance to plan (cost, schedule, and scope).
The output (or product) of the PMO is employed by upper
management as their primary method of staying in touch with project

progress, teams, and their status
I have learn few tips from my friend how to built and run PMO.
The essence of an Agile PMO is endeavoring to serve rather than to
control or direct.

She is following DSDM Agile Project Framework.
To start with
a) How do we get fund for Agile projects?

b) Agile PM framework she has used

and so on.
Agile PMO interested in prioritising projects to ensure that the
organisation is investing in the right ones.
Even as the economy improves, this is something that organisations
must continue to do, and both agile teams and project managers can
work together to achieve it.
280
 

PMO primary focus is on metrics and progress tracking, that are
essential components of profitable project execution.
It may also help facilitate communication in between developers,
project managers and executives.
Although the agile worker is concerned primarily with innovation and
quick delivery, the PMO can help to maintain the rest of the
organisation informed as to what is going on.
Continuous improvement to build a excellent PMO was the part of
whole process and evolve based on the organizational need.
Agile PMO especially for enterprise agile transformation take
on many of the following functions.
Collect & disseminate metrics
Facilitate and enable people & resources
Standardize & oversee & processes
280
280
 

Foster collaboration
Facilitate governance
Manage project portfolios
Coach team for transformation
Enable cultural transformation
Risk management
Agile training
280
280
280
 

5 | P a g e

7/30/2016 Shri Krishna as an Excellent Crisis Leader and Life Coach | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/shrikrishnaexcellentcrisisleaderlifecoachchandanlalpatary?trk=mpreadercard 1/15
Shri Krishna as an Excellent
Crisis Leader and Life Coach
Published on May 14, 2016
Edit post
Chandan Lal Patary
26 6 4

During Mahabharata Shri Krishna told Arjun that, He won’t pick up
any weapon and he will not fight any battle.
He will be there as a charioteer to Arjun.
He does exactly same.
He never fought the battle and never picked up any weapon.
He was just guide to Pandava’s.
He was the Leader supporting his team.
Shri Krishna was aware that he had one of the best archers Arjun in
his team.
Krishna acted as coach to Pandava’s.
His main job was to remove cobwebs from Arjun’s
mind.
He was able to show diﬀerent perspective to Arjun by

He was able to show diﬀerent perspective to Arjun by
delivering Bhagavad Geeta during the battle of
Mahabharata.
Let us look into the few stories from Mahabharata.
The Story of Jarasandha:
Jarasandha was the king of Magadha. Jarasandha grew up and
became a very powerful king.He defeated many other kings and made
them promise their allegiance to him making him supreme emperor.
He gave both his daughters in marriage to Kamsa of Mathura.
Krishna killed Kamsa, making Jarasandha an enemy. Jarasandha
attacked Mathura seventeen times and Krishna decimated his army,
sparing Jarasandha alone.Krishna, Arjuna, and Bhima went to
Jarasandha's palace and Bhima challenged Jarasandha to a wrestling
fight.
Bheema and Jarasandha fought for 14 days, both equally matched and
neither succumbed to the other's blows. Bheema realizing that

Jarasandha was an equal match looked to Krishna for help. Now
Krishna who knew the story of Jarasandha's birth, picked up a
twig from the floor, broke it in two halves and threw the two
halves far away from each other.
Bheema now knew what he must do. He threw Jarasandha to the
ground, held his legs and split his body in two. He then threw the two
halves of Jarasandha far away from each other so that they might not
join. Bheema had defeated Jarasandha and Krishna installed
Jarasandha's son as the king of Magadha. In return, Jarasandha's son
agreed to be a vassal to the Pandavas.
Story of Bhishma( In Short) :
In the great battle at Kurukshetra, Bhishma was the supreme
commander of the Kaurava forces for ten days. He fought reluctantly
on the side of the Kauravas. Bhishma was one of the most powerful
warriors of his time and in history. He acquired his prowess and
invincibility from being the son of the sacred Ganga and by being a
student of renowned Gurus. Despite being about five generations old,
Bhishma was too powerful to be defeated by any warrior alive at that

time.
Every day, he slew at least 10,000 soldiers and about a 1,000 chariot
warriors. At the beginning of the war, Bhishma vowed not to kill any
of the Pandavas, as he loved them, being their granduncle.
Duryodhan often confronted Bhishma alleging that he was not
actually fighting for the Kaurava camp as he wouldn't kill any
Pandava but would let them attack the Kaurava brothers.
Duryodhana approached Bhishma one night and accused him of not
fighting the battle to his full strength because of his affection for the
Pandavas.The angry Bhishma took a vow that either he will kill
Arjuna or will make Shri Krishna break his promise of not picking up
any weapons during the war. On the next day there was an intense
battle between Bhishma and Arjuna. Although Arjuna was very
powerful, he was no match for Bhishma. Bhishma soon shot arrows
which cut Arjuna's armour and then also his Gandiva bow's string.
Arjuna was helpless before the wrath of his granduncle. As Bhishma
was about to kill Arjuna with his arrows, Sri Krishna who took vow of
not raising a weapon in the war, lifted a chariot wheel and threatened
Bhishma. Arjuna stopped Shri Krishna. Arjuna convinced Krishna to

return to the chariot and put down the wheel, promising to redouble
his determination in the fight. Thus Bhishma fulfilled his vow.
The war was thus locked in a stalemate. As the Pandavas mulled over
this situation, Krishna advised them to visit Bhishma himself and
request him to suggest a way out of this stalemate. Bhishma knew
he loved the Pandavas and knew that he stood as the greatest obstacle
in their path to victory so when they visited Bhishma, he gave them a
hint as to how they could defeat him. He told them that if faced by one
who had once been of the opposite gender, he would lay down his
arms and fight no longer.
Later Krishna told Arjuna how he could bring down Bhishma,
through the help of Sikhandhi. The Pandavas were initially not
agreeable to such a ploy, as by using such cheap tactics they would not
be following the path of Dharma, but Krishna suggested a clever
alternative. And thus, on the next day, the tenth day of battle
Shikhandi accompanied Arjuna on the latter's chariot and they faced
Bhishma who put his bow and arrows down. He was then felled in
battle by Arjuna, pierced by innumerable arrows. Using Sikhandhi as

a shield, Arjuna shot arrows at Bhishma, piercing his entire body
Story of motivating Arjuna by Krishna at
warfield:
Five thousand years ago, when Arjun refused to fight the upcoming
battle at Kurukshetra, Krishna overcame Arjun’s reluctance to fight
by analyzing the idea of the self, and showing that the man is in
error who thinks that he is doing this, that or something else
Arjun: Hey Govind, the very thought of war itself gives me grief and I
feel dejected, therefore, I will not fight.”
Krishna : Hey Arjun, you grieve for those who should not be grieved
for and yet seemingly speak like a wise man; but the wise men do not
grieve for the living or the dead.”
Arjun: Hey Keshav! Wherever I look, I see nothing but evil and
unpleasant omens in the upcoming battle.”
Krishna: a karmayogi does not care for omens. He is unattached to
everything because he neither rejoices when meeting pleasant

circumstances nor does he ever feel dejected if he encounters any
unpleasant events.”
my devotee always renounces good and evil premonitions and
circumstances, and he, while fixing his mind on me, by my grace,
overcomes all difficulties.”
Arjun: “In this battle, I do not foresee any good resulting from the
slaughter of my friends and relatives.”
there is nothing more welcome to a warrior than a righteous war,
Arjun. One’s own duty though devoid of merit is preferable to the
duty of another well performed, because even death in the
performance of one’s duty brings happiness.”
Arjun: “na kaankshe vijayam krishna na ch raajayam sukhaani ch…
But I do not covet victory, kingdom or even luxuries. And of what use
will this kingdom, luxuries or even life be to us, hey Keshav, if we kill
all the friends of our childhood days.”
and so on ....

Krishna influence Arjuna through his coaching to fight the
upcoming battle at Kurukshetra
Bhishma’s five powerful arrows could have helped
the Kauravas win the war.

Duryodhan was certain that Bhishma was not fighting to his full
abilities due to his bias for the Pandavas. After accusing him of this,
Bhishma created five powerful arrows and promised that he would
slay the five brothers at one go the very next day. Doubting this,
Duryodhan took the five arrows to use them on the Pandavas himself.
Krishna got to know about this and advised Arjuna to go and ask
Duryodhana for those arrows, as the boon that Duryodhana had
granted him once, when Arjuna had saved his life. Duryodhana had
to comply with his request and unwillingly, parted with the arrows.
When Duryodhana asked Bhishma to create five more arrows, he
refused, saying that he had used his lifelong merit to create them and
thus, they could not be recreated. Duryodhana thus lost his only
chance of winning the war.
Story about Drona:
Yudhisthira, the eldest of the Pandavas, was the very embodiment of
Satya (truth) and Dharma (righteousness). When Kaurava’s guru and
general Drona was leading the battle, tactful Shri Krishna uses
Yudhisthira cleverly. Drona was unconquerable and was devastating

the army of the Pandavas.
Shri Krishna realises that the only way to rid Drona was by
exploiting his weakness for his sonAshwatthaama. In the midst of
all the thinktank of the Pandavas, Shri Krishna says that the only
way to kill Drona is to convey to him that his son Ashwatthaama
is dead. Understanding that Drona can only believe this story, if
Yudhisthira says it, everyone look at Yudhisthira to take up the
responsibility. Yudhisthira accepts the responsibility finally and says
‘Ashwatthaama hathaha’ (Ashwatthaama dead…) but his personality
remains somewhat unblemished by clever manipulation of
Shri Krishna by getting an elephant called Ashwatthaama killed
and the word elephant getting lost and unheard in the din of the
battle.
A disheartened Drona gives up the weapons and dies soon in the
battle.
Shri Krishna thus achieves the objective of eliminating Drona by
using a participative leadership style to prepare Yudhisthira to
accept the responsibility of telling a half truth.

there are many such stories,instances about Shri Krishna ........
Krishna was the great coach ,Leader and Mentor.
He used to ask powerful questions to motivate others.
He had great wisdom, strategy and intelligence to support others.
He used his expertise and knowledge through coaching and
mentoring.
He Works with best professional
He was leading Team from Back
He was Allowing Team member to take lead
He was fight for the cause of team
He was Clarifying doubts and guide team
He was the real servant leader where whole of his life spent on serving
others(He helped His village folk, while at other times, He kept
demonic forces in check. He was constantly helping His devotees and
did everything possible to help every being in the universe.)

He always protected his people.He was the great crisis leader.
As a Life Coach Krishna influenced and motivated him to such an
extent that at the end Arjuna was free from dilemma and confusion
.He got fair understanding about himself and his purpose of existence.
Shri Krishna proved to be a great Life Coach to Arjuna.
“A good coach will make his players see what they
can become rather than what they are.” – Ara
Parseghian
What are the thoughts ? How can we become life
coach?
comment below!Home Profile My Network Jobs Interests Business Services Try Premium for free Advanced Search for people, jobs, companies, and more... 
280
 

6 | P a g e

8/1/2016 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/enterpriseagilecoachessystemsthinkerchandanlalpatary?trk=mpreadercard 1/15
Enterprise Agile Coaches are
Systems Thinker
Edit post
Chandan Lal Patary
33 6 9

The speed and complexity of the global business environment calls for
a new appreciation of a systemsfocused view of the world, one that
recognizes the interrelationships of people, processes, and decisions
— and designs organizational actions accordingly.
Think about this system , interdependent cards. What will happen
when one card lose its current position?
Referrence :
http://media.indiedb.com/images/articles/1/200/199446/auto/houseof

cards.jpg
As a Enterprise Agile coach , he/she always has to think big for
organizational transformation. Systems thinking help to think
efficiently.Think about scaling Agile at organization, coach will start
thinking about Whole.End to End value chain.
How to discover "Systems of Systems"? and exhibiting leadership
skill when we are in such systems.Systems thinking isn’t just for
senior executives or engineers. Everyone who works within a system
— including suppliers and line workers, designers, and marketers —
should learn how the system works, develop their creativity, and apply
that creativity to improve the system.
Systems are not easy to quantify, but we can map them.
Drawing systems maps will help leaders understand their existence
depends on being part of complex interdependent systems.
Systems Thinking?

Systems, like the human body, have parts, and the parts affect the
performance of the whole. All of the parts are interdependent.
The liver interacts with and affects other internal organs—the brain,
heart, kidneys, etc.
You can study the parts singly, but because of the interactions, it
doesn’t make much practical sense to stop there.
Understanding of the system cannot depend on analysis alone. The
key to understanding is, therefore, synthesis.
The concept of systems thinking was popularised by Peter Senge in
his book “The Fifth Discipline” where he describes system thinking
as:
“a discipline for seeing wholes. It is a framework for
seeing interrelationships rather than things, for
seeing patterns of change rather than static
snapshots.”


The systems approach is to:
• Identify a system. After all, not all things are systems. Some systems
are simple and predictable, while others are complex and dynamic.
Most human social systems are the latter.
• Explain the behavior or properties of the whole system. This focus
on the whole is the process of synthesis. Analysis looks into things
while synthesis looks out of things.
• Explain the behavior or properties of the thing to be explained in
terms of the role(s) or function(s) of the whole.

Referrence: http://www.seedsystems.net/clientuploads/Slide1.jpg
For enterprise transformation , use Systems Thinking, need to
visualize end to
end value chain to maximize the value.

Reference: http://image.slidesharecdn.com/usingrupasascaling
frameworkforscrum12270585781554779/95/usingrupasa
scalingframeworkforscrum58728.jpg?cb=1227029990
In The Search for Leadership: An Organisational
Perspective,WilliamTate, include the following:

Concentrate on the whole, and the interconnections between the
parts.
Explain things in terms of the system’s overall purpose.
Focus on the system’s purpose ahead of its processes and
procedures.
Look out for things (synthesis) more than look into things
(analysis).
Put seeing what is actually happening ahead of what needs to
happen.
Check what is going on in the organisation by personal
examination.
Don’t let shortterm pressures get in the way of understanding the
system.
Build and make use of feedback loops.
Understand complex dynamics through patterns and feedback

loops rather than causeeffect links.
Facilitate and value emergence.
Be pulled by what the customer wants; hear the customer voice.
Understand demand and respond to it (avoid providersupply
dominance)
Make continuous improvement the goal.
Encourage selfadaptation.
Consider all the players and actors, of which the organisation is
one.
Be aware of natural oscillations.
Don’t isolate strategy makers/making from the front line.
Stimulate and seek organisational learning.
Embrace the edge of chaos.

Make the most of uncertainty.
Recognize the system as a source of waste.

7 | P a g e

7/30/2016 Different Coaching models for Agile coaches to use | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/differentcoachingmodelsagilecoachesusepatarypmpcsmcssgb?trk=mpreadercard 1/14
Diﬀerent Coaching models for
Agile coaches to use
Published on August 26, 2015
Edit post
Chandan Lal Patary
21 1 7

Coaching is a way of enabling others to act and build on their
strengths.
To coach is to care enough about people to invest time in building
personal relationships with them.
There are number of coaching model Agile coach can refer.We as a
agile coach should know all the available coaching models.We need to
know which one to use when.
There are few
a) GROW
b) TGROW
c) OSKAR
d) OUTCOMES
e) SPACE

f) ACHIEVE
g) POSITIVE
a) GROW model : The GROW model was developed by Graham
Alexander and John Whitmore.The name is an acronym with each
letter standing for a different phase of the model.GROW stand for
below picture
The
GROW model is easy to apply and check for the result.These are not
sequential steps.The goal must be SMART to measure output.GROW

model, devised by Sir John Whitmore in the classic book ‘Coaching
for Performance’, which first appeared as long ago as 1990.
b) TGROW model: Eminent coaching guru Myles Downey felt that
additional element would make GROW model more pertinent in the
environment of organization.Downey felt that first element of a
coaching model should be "TOPIC", creating the acronym TGROW.
Topic –
this covers the wider environment that impacts on the specific issue to
be addressed through coaching. It will reflect the level of importance

the issue has within that wider area and the impact it may have on the
coaches’s longterm aspirations.
Goal – a specific measurable endpoint that the coaches wants to attain.
Reality – the current situation the coaches is in now and all the issues
he or she is facing.
Obstacles/Options – what is stopping the coaches attaining this goal –
obstacles – and what ‘options’ are available to the coaches to resolve
this issue.
Way forward – the required steps needed to execute the chosen option
and attain their goal.
Downey’s reasoning for making ‘Topic’ the first element of his
coaching model was the need to have an appreciation of the
environment the organization is in.
c) OSKAR model:

One of The most popular coaching model is OSKAR. Invented by
Mark with his coauthor Paul Z Jackson for a project in the years
2000, OSKAR is becoming widely accepted as an easytouse way to
harness the positive power of.
The
benefits of this kind of coaching in practice are:
• Positive and progress focus leads to good motivation for the coaches
• Positive questions lead to excellent relationship between coach and

coaches
• Incisive focus on what works leads to rapid and sustainable results
• Focus on knowhow of what works encourages shared wisdom
throughout the organization.
d) OUTCOMES model:
There are some similarities between GROW and OUTCOMES model
but OUTCOMES model is more detail oriented.
OUTCOMES stands for

O for
Objectives , U for understand , T for Take stock about the current
situation, C for clarify , O for option Generation , M for Motivation to
action , E for Enthusiasm and encouragement , S for Support .
e) SPACE model (Edgerton and Palmer, 2005) is used in the cognitive
behavioural approaches to coaching and is the acronym for the
following elements:
Social context, Physiology, Action, Cognition, and Emotion.

SPACE can be used in parallel with GROW and POSITIVE to help
coachees
overcome psychological blocks associated with particular problems or
issues (including performancerelated issues).
f) ACHIEVE Coaching Model: This is a sevenstep model developed
by Dembkowski and Eldridge (2003). It includes the following steps:
(a) Assess current situation,
(b) Creative brainstorming of alternatives to current situation,
(c) Hone goals (i.e., helping the client to formulate goals),
(d) Initiate options (i.e., helping the client to initiate a wide range of
behavioural options to achieve the desired goal),
(e) Evaluate options,
(f) Valid action programme design (i.e., collaboration of the coach and
the coachee to develop an action plan),

(g) Encourage momentum (i.e., ongoing process of providing
encouragement and helping the client to keep on track with the plans).
g) POSITIVE: POSITIVE model by Libri (2004), is a model
developed from the GROW and ACHIEVE models. It aims at
producing an ‘optimum coaching relationship’ and includes asking
key questions around:
(a) The Purpose of the coachee,
(b) Observations (e.g., of efforts uptodate),
(c) Strategy,
(d) Insight (e.g., on commitment to a goal),
(e) Team (e.g., with whom the coachee will share his/her goal),
(f) Initiate (e.g., when the coachee will start to act towards achieving a
goal),
(g) Value (e.g., question how the coachee would celebrate his/her

success), and (h) Encourage (e.g.,asking about the coachee’s progress
on the pursuit of his/her goals) (as cited in Edgerton and Palmer,
2005).
An important role for the coach is to ask pertinent questions and
listen. Questioning and listening can help the other person set realistic
learning goals.
Coach Marshall Goldsmith says, “My success rate as a coach has
improved dramatically as I’ve realized that people’s getting better is
not a function of me; it’s a function of the person and the people
around the person.”
whatever model we follow , Improving coaching are as follows:
Communicate clear expectations,
Build relationships,
Give feedback on areas that require specific improvement,
Listen actively,
280
 

Help to remove obstacles,
Give emotional support including empathy,
Reflect content or meaning,
Give gentle advice and guidance,
Allow for modeling of desired performance and behavior,
Gain a commitment to change, and
Applaud good results
Tagged in: coaching & mentoring
Chandan Lal Patary
206 posts
280
 
280
 

8 | P a g e

7/30/2016 Lean Culture, Kanban Culture, Agile Culture and DevOps Culture? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/leanculturekanbanagiledevopschandanlalpatary?trk=mpreadercard 1/12
Lean Culture, Kanban Culture,
Agile Culture and DevOps
Culture?
Edit post
Chandan Lal Patary
21 4 5

What is Organizational Culture?

Developed by Michael Sahota

comment below!
280
 

9 | P a g e

7/30/2016 Grooming a Scrum Master | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/groomingscrummasterchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/7
Grooming a Scrum Master
Published on February 21, 2016
Planning to conduct a workshop for scrum master...asking myself
Edit post
Chandan Lal Patary
19 8 2

what should I share? Couple of my Project Manager friend asked ,
How can I be a better scrum master?

The comment was made that they need the abilities of all good
leaders.
Tao Te Ching Written by Laotzu Ch 17
When the Master governs, the people
are hardly aware that he exists.

Next best is a leader who is loved.
Next, one who is feared.
The worst is one who is despised.
If you don't trust the people, you
make them untrustworthy.
The Master doesn't talk, he acts. When
his work is done, the people say,
"Amazing: we did it, all by ourselves
A great Scrum Master recognizes himself in the acronym made up by
Geoff Watts, RETRAINED:
Resourceful, is creative in removing impediments
Enabling, is passionate about helping others
Tactful, is diplomacy personified
Respected, has a reputation for integrity

Alternative, is prepared to promote a counterculture
Inspiring, generates enthusiasm and energy in others
Nurturing, enjoys helping teams and individuals develop and grow
Empathic, is sensitive to those around them
Disruptive, breaks the status quo, help create a new way of
working

Tagged in: agile methodologies
Chandan Lal Patary
206 posts
Leave your thoughts here…
Adrian Lander, Lean Agile Transformation / Exec Coach
Lean/Agile/Scrum | Change | Digital | Innovation | Prod Management, ICP-ACC CSPO CSM MSP
5mo

10 | P a g e

7/30/2016 Agile AntiPattern? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/agileantipatternchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/7
Agile Anti-Pattern?
Published on February 24, 2016
Edit post
Chandan Lal Patary
19 3 2

Product manager does not have long term product vision? He/she
has requirement visibility for one month!
Confidence exist with in the team that “we know what to build,
nobody should tell us “ . Feedback are not taking
Micromanagement is high as higher management has too much
concern about investment and not getting rapid ROI. Transparency
is missing.
Team members blame each other's, Team members hesitate to take
responsibility, they are not selforganized.

Team members are scared of failure, no encouragement of fail fast.
They know higher management will criticize about failure.
Senior managers are expert in command and control belief,
pretend to be an agile experts.
Product managers are head strong, high attitude domain experts.
Always scaring team as they are investing money.
Managers are concern about how many hrs. has been logged.
Some one from the top asking for ROI
No fun for the team, only concern about budget and team
members are treated as robots/resources.
Tasks has been pushed to the team at standup meeting, standup are
like interrogating meeting.
Team members are not cross functional, so cannot complete the
end to end delivery of requirements/features
Scrum master was a project manager, completed all the
certifications of Agile, spent his/her significant career as a

taskmaster and MPP (Microsoft project plan)
Team members openly say Agile will not fit into their context, it
has been pushed, and nothing can be done.
Mechanical agile process.
Retrospective meeting team members feels, "Why Again!! O not
again !"
Attrition rate is very high, good people are leaving from the
organization, new recruitment are not considering fitment of the
agile mindset
Flexible agile process, sometime demo meeting skipped, sometime
sprint date extended, sometime standup skipped (very flexible)
what can we do about this ?
Coaching
Workshop

Training
Various special events/seminars/knowledge share session.
Best Practice sharing sessions from experts from other industries.
Tagged in: agile methodologies
Chandan Lal Patary
206 posts

11 | P a g e

7/30/2016 Agile Deployment Require more Soft Skill, More Leadership Skill,More People Skill? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/agiledeploymentrequiremoresoftskillleadershipchandanlal?trk=mpreadercard 1/6
Agile Deployment Require more
SoḀ刂 Skill, More Leadership
Skill,More People Skill?
Published on December 29, 2015
Edit post
Chandan Lal Patary
17 3 3

Two of the four manifesto items and five of the 12 principles are
people oriented!
This emphasizes that applying Agile methods is more than simply
having a different way for developing software;
the human element is just as important, as is delivering value to the
customer rather than merely following a prescriptive development or
management process.

Agile transformation is all about culture and people. Work closely

with your people and invest in them.
Love the post? Hate the post? Have other ideas?
Please leave a comment below!
Chandan Lal Patary
206 posts

12 | P a g e

7/30/2016 CrossFunctional Teams / CrossFunctional Individuals? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/crossfunctionalteamsindividualschandanlalpatary?trk=mpreadercard 1/10
Cross-Functional Teams / Cross-
Functional Individuals?
Published on July 6, 2016
Edit post
Chandan Lal Patary
17 5 1

Do you get this questions from the different team ?
Crossfunctional teams or crossfunctional individuals?
A crossfunctional team, as described in Nonaka and Takeuchi’s
seminal work, is a group of people where all the skills needed to build
an increment of the product are present.
Agile approaches emphasize crossfunctional teams of developers,
testers, subject matter experts,and architects.
Scrum demands crossfunctional Development Teams. This means
that at a minimum, there must be at least one developer that is capable
of performing each type of task in the Sprint Backlog.
Crossfunctional teams have all competencies needed to accomplish
the work without depending on others not part of the team.
For example, if there are C# tasks that must be accomplished, there
must be at least one developer who can code in C#.

Highperformance Scrum Development Teams endeavor to have
crossfunctional individuals as well.
This means that if C# tasks are becoming more prevalent in the
upcoming Sprints, one or more developers should pick up that skill
set.
Having a crossfunctional team of crossfunctional developers is a
recipe for meeting goals and increasing Velocity.
Agile assumption of crossfunctional teams: developers should remain
generalists about the project, and not specialize in a narrow area.
If we are building an rocket and the next task involves updating the
operating system of the rocket, we do not ask just anyone on the team.
We ask the person who has devoted the last several years of his life
to crafting the operating system development.
We need cross functional Individual at that time.Many generalist but
few specialist to run the show.May be that cross functional individual
is require for short period for time.Either take that individual as a loan

from other department or take as a contractor.
“A human being should be able to change a diaper, plan
an invasion,
butcher a hog, conn a ship, design a building, write a
sonnet, balance
accounts, build a wall, set a bone, comfort the dying,
take orders, give
orders, cooperate, act alone, solve equations, analyze a
new problem,
pitch manure, program a computer, cook a tasty meal,
fight efficiently,
die gallantly. Specialization is for insects.”
–Robert A. Heinlein, Time Enough for Love

Should become a Generalist coach or Specialist coach? Generalist
short lived and Specialist long lived! Or we should become T shaped
coach?

comment below!

13 | P a g e

7/30/2016 KATA for an AGILE coach? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/kataagilecoachchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/13
KATA for an AGILE coach?
Published on April 2, 2016
Kata (形, or more traditionally, 型) (literally: "form") is a Japanese
Edit post
Chandan Lal Patary
17 3 5

word describing detailed patterns of movements practiced either
solo or in pairs.
The kata is not intended as a literal depiction of a mock fight, but as a
display of transition and flow from one posture and movement to
another, teaching the student proper form and position, and
encouraging them to visualise different scenarios for the use of
each motion and technique.
When we are driving CAR first time and when we are driving formula
one race at highway! imagine in between the transition state of
growth.
How many kata session we have completed to reach
that state of execution speed ?

How did you built that habit ?
through routine practice

What is coaching Kata ?
Coaching Kata is to teach and coach the improvement kata by using
real world problem as practice.

In the coaching kata session one experience coach(mentor coach) who
has already familiar with similar type of experience guide mentee
coach.
Mentor coach will not provide the solution.
Mentor to should teach basic of improvement kata.
Mentee should always identify the next step with the guidance of
mentor.

The challenge is how to find such mentor?
We have many such mentor, need to be humble enough to look for
those and learn from them.
Coaching Kata questions for improvement...
How about Coaching Dojo?
A coding dojo is an exercise in programming which helps a

programmer hone their skills through practice and repetition.
The dojo was intended as safe place to practice and learn coaching
skills.
Coaching dojo need three members.
One being a person who proposed a “kata” (essentially a person
with an issue to discuss), one person who coached them through
the kata, and another who observed the coach and provided
feedback.
Let us swapped until everyone had a chance of trying out each role.

Few coaching dojo assignments which we can start for practice.
a) My team members does not need a coach! Team members are not
open for coaching. As a coach how should I proceed?

b) Team members are not willing to change. They are efficient and
productive in current way of executing the project. Do not want to
listen anything about Agile. Agile is process overhead for them. How
should I coach such team?
c) Line Manager/Sr. Manager ,wants coach to solve all the team issue.
Team is demotivated with the work and pressure from the other side of
the organization. How should I coach such team?
d) Product management team members are head strong , high attitude
individuals. Not willing to participate in any coaching session. How
do I coach ?
e) How do I do Planning Kata ? what should be the example can be
given to continue with planning kata ?
f) Not willing to change the team structure, current structure is
inefficient way of operating. Old role still exists , not willing to leave
those positions, How do I coach ?
g) Old governance model. Metrics driven , too much data driven

which is significantly influencing people behavior a culture. How do I
coach such cultural transformation?
h) Most of the team members are doing agile. Mechanical process,
they are not being agile. Team members are expected to be told what
to do, how to do it, and when to do it. They don’t want to problem
solve, they don’t want to take risks, and they don’t want to be
accountable. How do I coach such team ?
I) Team members acting like Project assignment ( Start to Finish !) ,
Start date , end date. No long term commitment. How do I coach?

14 | P a g e

7/30/2016 Using Schneider Culture Model for Successful Agile Adoption | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/usingschneiderculturemodelsuccessfulagilepatarypmpcsmcssgb?trk=mpreadercard 1/14
Using Schneider Culture Model
for Successful Agile Adoption
Published on August 13, 2015
Edit post
Chandan Lal Patary
16 5 4

Knowing the cultural facets of the organization is central before we
start agile adoption. It helps the adoption process to be smoother.
_____________________________________________________
Organizational culture is set of values, norms, and
standards that control how employees work to
achieve an organization’s mission and goals.
__________________________________________________
Bill Gates of Microsoft is famous for the set of organizational values
that he created for his company, which include entrepreneurship,
ownership, honesty, frankness, and open communication.
Culture shape employees’ behavior. Company’s culture becomes more
and more distinct as an when its members become more similar. The
virtue of these shared values and common culture is that they increase
integration and improve coordination among organizational members.
There are various cultural model which we can refer.

The competing values framework (Based on Quinn and
Rohrbaugh 1983),
Harrison’s culture model (Based on Harrison 1972, 1987),
Deal and Kennedy’s culture model (Based on Deal and Kennedy
2000a, b),
Schneider’s culture model (Based on Schneider)
It is not easy to get the accurate picture about the organization culture
based on the survey and questionnaire. But we have to start
somewhere….
Schneider Culture Model – an easytouse tool for assessing culture in
any organization.
There are four aspects to look for:
Collaboration Culture: How can we work together?
Control Culture: How can we control?

Competence Culture: Build a culture of world class solution
etc..
Cultivation Culture: is about learning and growing with a
sense of purpose.
All these 4 cultural quadrants are good on its own context. Based on
the context of that domain one cultural aspects may be prominent than
others. More and more we are supporting each other's culture, there

will be in smooth transaction else there will be more and more
issues.e.g it is not like Cultivation culture is better than Collaboration
or than Competency , all these are driven by context organization is
operating into.
The Schneider Culture Model Assessment is a simple tool to help
Agile Coaches to judge an organization’s current culture. If we use
this assessment as a discussion tool, it can generate useful ideas that
may help us during transformation process. Each culture model
defined has a descriptive quote and some words.
Cultures that are Reality Oriented (focus on what is happening now)
and cultures that are Possibility Oriented (looking to the future for
what is possible).


In the Diagram by @Michael Sahota
“The Collaboration culture springs from the household”. It’s “way to
success is to put a collection of people together, to build these people
into a team, to create their positive touching relationship with one

another and to trust them with fully applying one another as
resources”
This means that negative behavior and extreme selfinterest do not go
well with this culture. “Status and rank take a back seat”.
“Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’
concepts take everyone’s eye off the ball and potentially get the
organization in trouble. Empiricism and the systematic examination of
externally generated facts are highly valued”.
Important values in control cultures are order and predictability, as
well as maintaining stability. “Decisionmaking is highly detached and
impersonal”
In describing the Competence culture, Schneider heavily refers to
McClelland (1961). He argues “the competence culture is based in the
achievement motive, discovered by McClelland in his research on
individuals and societies and defined as man’s need ‘to compete
against a standard of excellence’”

Schneider continues to explain that, “the need to achieve has to do
with accomplishing more and doing better than others”.
In a competence culture, being superior or the best is chief. This can
mean having the best product, service, process or technology in the
marketplace. “This culture gains its uniqueness by combining
possibility with rationalism. What might be and the logic for getting
there are what count”.
Fundamental values are knowledge and information. Formalities and
emotional considerations are not important compared to proven
accomplishment.
“A competence culture values competition for its own sake even
though it is not necessarily more competitive than other core cultures.
There is a love of challenge; people like to be told that ‘it can’t be
done’”.
This tool helps us to assess a organization or a team which particular
quadrant they are dominating and status of other quadrants.

If we just look into the Agile Manifesto and we connect these 4
quadrants and check which area organization should improve when
adapting agile, of course looking into the current state. Agile fitment
also be visible through this cultural changes.
Individuals and interactions over processes and tools
(Collaboration Culture)
Customer collaboration over contract negotiation (Collaboration
Culture)
Working software over comprehensive documentation
(Competency culture)
Responding to change over following a plan (Competency culture)
From Agile principle side
Business people and developers must work together daily
throughout the project. (Collaboration Culture)

Continuous attention to technical excellence and good design
enhances agility (Competency culture)
The best architectures, requirements, and designs emerge from
selforganizing teams. (Collaboration and Competency culture)
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
(Collaboration culture) and so on.
So this gives an information that if organization is adapting agile
methodology which particular cultural aspect has to build
more.Ofcourse this mapping showing organization
which adapting Agile practice has to be more
collaborative and It has to be people oriented, reality
oriented culture.
We need to analysis the current cultural status and plan for the
changes (Inspect and Adapt).
In the context of the Schneider culture model, a transformation would

be a shift from one core culture to another. In agile terms,
transformation is a shift to an Agile Mindset – which entails a shift
in culture.
There will be resistance, the reasons why people might resist a change
in culture need to be identified and plans formulated to overcome the
resistance.
Participation, communication and training are all seen as ways of
overcoming resistance. The process of overcoming resistance involves
a stage called unfreezing when the existing culture is questioned, and
is followed by a period of reformulation where people consider what
new beliefs they need to develop and share with each other. Finally
there is the refreezing stage where the new culture is fixed in place.
ShiḀ刂 in leadership model also expected: a move from command
and control to a collaborative model that builds trust and pushes
ownership and decision making deeper into the organization,
while retaining a good balance of process and policy.

Referrence: http://agilitrix.com/2011/03/howtomakeyourculture
work/
_______________________________________________________
Love the post? Hate the post? Have other ideas?
Please leave a comment below!
Let us explore some more discussion ....
Tagged in: cultural transformation agile methodologies

15 | P a g e

7/30/2016 Beyond Agile: Building AntiFragility into the system ? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/beyondagilebuildingantifragilitysystemchandanlalpatary?trk=mpreadercard 1/10
Beyond Agile: Building Anti-
Fragility into the system ?
Edit post
Chandan Lal Patary
16 1 1

Antifragility is a concept developed by professor, former trader and
former hedge fund manager Nassim Nicholas Taleb.
"If you get a parcel delivered that has “fragile” written on it and
you throw it down forcefully, whatever is inside is in a worse
condition than before. That’sfragility. If you take a parcel, throw
it down and its contents are in the same state than before, we
have robustness. Yet, the opposite of a fragile parcel would be
one, which you throw down and its contents are in a better
condition than before. This idea is so hard to grasp for the
human mind that all languages Taleb researched for a word to
describe it, do not actually have a name for it. So, he simply
called it antifragility."
Taleb coined the term "antifragility" because he thought the existing
words used to describe the opposite of "fragility," such as
"robustness," were inaccurate.
Antifragility goes beyond robustness; it means that something does
not merely withstand a shock but actually improves because of it.

A fragile thing – a package of wine glasses, perhaps — is easily
broken when subjected to a stressor, such as being dropped.
Something robust is merely resistant to breakage.
But an antifragile object actually benefits by being subjected to
stress.
Taleb conjures up an image of the fragile as an object we would ship
in a box marked “Handle with Care”; by contrast, a box holding the
antifragile would be labelled “Please Mishandle”.
Humans, and all living organisms for that matter, are antifragile — at
least to a point.  Our bones and muscles get stronger when subjected
to the stresses of walking and lifting things — and they wither when
they go unused.

A postulated antithesis to fragility where highimpact events or shocks
can be beneficial.
Taleb is also right to point out that many things require some kind of
stress or irregularity to function well, such as our bodies. If the
environment is too disinfected, we lose the ability to resist
infection. Vaccines introduce a little of what is harmful to build
resistance to disease.
On the contrary, we are alltoo fragile, vulnerable to being destroyed
by one dose of the wrong poison or virus, one smash by the wrong
vehicle at the wrong speed. What Taleb calls antifragile only loves

STORIES YOU LIKED MOST

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to STORIES YOU LIKED MOST

Similar to STORIES YOU LIKED MOST (20)

More from Chandan Patary

More from Chandan Patary (20)

Recently uploaded

Recently uploaded (20)

STORIES YOU LIKED MOST