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Understanding how collaboration improves productivity workshop

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Updated deck for Agile 2016 proposal; original deck is maintained for talking points.

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Understanding how collaboration improves productivity workshop

  1. 1. Understanding How Collaboration Improves Productivity Paul Boos
  2. 2. Agenda • Learn & execute the Power of 13 Collaboration Game through several 'scenarios’ • Compare and debrief the results • Discuss and post the highlights of learning • Compare the experience to various models used to describe team dynamics and communication • What can you do to improve collaboration? • Discuss how participants will use the game • Describe possible extensions and how this game has been used by the facilitator/co-facilitators
  3. 3. Collaboration: Power of 13 Simulation This game was created at Agile Games 2014 by – Jamie Gaull Robert Smith Peter Barzdines Bobby Zhakov Paul Boos
  4. 4. Power of 13 Goal: Work off the the number of cards equal to the number of developers within your iteration’s length Mechanics: • We need a ‘Scrum Master’ and ‘Product Owner’ – everyone else is a development team member • Each card is worked off whenever a 13 is rolled on 3 dice (~10% chance per roll) • The product owner will count off the number of cards completed using a pen and paper • The scrum master will use a suit of cards to count down your iteration of 13 work days (3 week Sprints, the other two days are sprint review, retro, and planning = 15 days) • We will mark down what day you meet your goal and the total # of cards worked off • Everyone but the Product Owner gets 3 dice to roll
  5. 5. Power of 13 :: Round 1 This round will simulate developers working alone in their silos/cubes on assigned work • Each developer is responsible for completing a card from the backlog • Each developer rolls the dice once per day; the scrum master keeps track of the 13 work days using the suit of cards he or she has • If a dice roll has a sum total of exactly ‘13’, they state “my card is DONE.” The product owner turns marks it down. The developer stops work and pats himself on the back. • Record cards completed as each person says they are ‘DONE’; also record what day the required # of stories was completed.
  6. 6. Power of 13 :: Round 2 This round will simulate pulling additional work after you complete work • The team is still responsible for completing at least the number of cards from the backlog equal to the number of developers • Each developer rolls the dice once per day; the scrum master keeps track of the 13 work days using the suit of cards he or she has • If a dice roll has a sum total of exactly ‘13’, they state “my card is DONE.” The product owner marks this down. The developer pats himself on the back; however he or she may now continue to roll on subsequent days and declare another card done for each ‘13’ they roll. • Record cards that were completed and what day the required # of stories was completed.
  7. 7. Power of 13 :: Round 3 • This round simulates collaborative pairing to complete work • The team is still responsible for completing at least the number of cards from the backlog equal to the number of developers • Each developer rolls the dice once per day; the scrum master keeps track of the 13 work days using the suit of cards he or she has • Once each developer has rolled, they work together in pairs (or triads for an odd numbered group) pooling their dice to pull as many sums of exactly ‘13’ on 3 dice as possible; each ’13’ identified equals a card completed. The Product Owner marks this down. • Record cards that were completed and what day the required # of stories was completed.
  8. 8. Power of 13 :: Round 4 • This round simulates collaborative swarming to complete work • The team is still responsible for completing at least the number of cards from the backlog equal to the number of developers • Each developer rolls the dice once per day; the scrum master keeps track of the 13 work days using the suit of cards he or she has • Once each developer has rolled and placed the dice into a common pool, the team works together to pull as many sums of exactly ‘13’ on 3 dice as possible; each ’13’ identified equals a card worked. The Product Owner marks this down. • Record cards that were completed and what day the required # of stories was completed.
  9. 9. Collaboration: Power of 13 Simulation Debrief For the next 3 minutes, write down observations you had from playing the game. Write one item per sticky. Then over the next 5 minutes discuss at your table to find the common learning points or observations people feel were seen. We’ll share these. Part 1
  10. 10. Collaboration: Power of 13 Simulation Debrief What did you notice happening? What did the dice/rolls represent? How did the effectiveness change in each round? How does or does not this correlate with how real work happens? How did the coordination in the last round feel? What did allowing a person to continue work simulate? Part 2
  11. 11. Let’s Look at Some Models Important to Understanding Group Dynamics Remember: All models are wrong and some are useful!
  12. 12. Group Communications Patterns Linear Hub & Spoke Network
  13. 13. Network Pattern = Self-Organizing Team Communications Paths = N(N-1)/2
  14. 14. Communication Limits Based on - log(N) = 0.093 + 3.389 log(CR) (1) (r2=0.764, t34=10.35, p<0.001) The upper limit of how many people that can regularly communicate and maintain stable relationships. 150 Based on – Tribal Reciprocity; the limit on the number of people that will give with an expectation they will receive in kind. 50 Based on – Short term memory limit for bits of information used in judgement. This limits the number of people with which we can have deep communication. 5 Evolutionary Psychology Cultural Anthropology Cognitive Psychology
  15. 15. Team Performance Predictors ENERGY “…when someone announces a new discovery in the same group, excitement and energy skyrocket as all the members start talking to one another at once.” ENGAGEMENT “all members of a team have relatively equal and reasonably high energy with all other members, engagement is extremely strong.” EXPLORATION “…seek more outside connections…” Based on Sociometric Research by Dr Alex (Sandy) Pentland
  16. 16. Communications Patterns Predict Successful Teams Successful Teams: 1. Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet. 2. Members face one another, and their conversations and gestures are energetic. 3. Members connect directly with one another—not just with the team leader. 4. Members carry on back-channel or side conversations within the team. 5. Members periodically break, go exploring outside the team, and bring information back. Based on Sociometric Research by Dr Alex (Sandy) Pentland
  17. 17. Sociometric Measurement of Team Communications Based on Sociometric Research by Dr Alex (Sandy) Pentland
  18. 18. The Johari Window Known to Self Unknown to Self KnowntoOthersUnknowntoOthers OPEN AREA BLIND AREA HIDDEN AREA UNKNOWN AREA
  19. 19. The Johari Window Known to Self Unknown to Self KnowntoOthersUnknowntoOthers FEEDBACK DISCLOSURE SHARED DISCOVERY OPEN AREA BLIND AREA HIDDEN AREA UNKNOWN AREA
  20. 20. The Johari Window Known to Self Unknown to Self KnowntoOthersUnknowntoOthers TELL ASK FEEDBACK DISCLOSURE SHARED DISCOVERY OPEN AREA BLIND AREA HIDDEN AREA UNKNOWN AREA
  21. 21. The Johari Window Known to Self Unknown to Self KnowntoOthersUnknowntoOthers TELL ASK FEEDBACK DISCLOSURE SHARED DISCOVERY OPEN AREA BLIND AREA HIDDEN AREA UNKNOWN AREA Anyone have a 4? I have a 4!
  22. 22. Information Transfer Occurs Both Explicitly and Tacitly Tacit transfer builds trust Explicit transfer creates artifacts Focusing = (Heads-Down) Work Alone Collaboration = f( [WorkF]) Learning = Building Knowledge with Explicit Thinking Socializing = Building Trust + Building Knowledge  Innovation Σ n 1 Nonaka Model
  23. 23. More Data “82% of white collar workers feel they need to partner with others throughout the workday to get work done” Knowledge Work = Social Activity Study from Steelcase on Future Workspaces
  24. 24. Tuckman Stages of Group Development FocusonWork Relationship/Trust Forming Storming Norming Performing
  25. 25. Tuckman Stages of Group Development FocusonWork Relationship/Trust Forming Storming Norming Performing First day or two…
  26. 26. Tuckman Stages of Group Development FocusonWork Relationship/Trust Forming Storming Norming Performing Days 2-3 to 5- 7…
  27. 27. Tuckman Stages of Group Development FocusonWork Relationship/Trust Forming Storming Norming Performing Days 5-7 to 8- 9…
  28. 28. Tuckman Stages of Group Development FocusonWork Relationship/Trust Forming Storming Norming Performing Days 8-9 on…
  29. 29. As a Team Forms, Only Explicit Info Is Known
  30. 30. Next is Storming; People Still Share Explicitly
  31. 31. On to Norming! Now Things Begin to Get Cooking
  32. 32. Performing; People Share Informally and Comfortably Frequently “Osmotic Communication!” - Alistair Cockburn
  33. 33. Collaboration – What Helps & Hinders • At your table, create a list of items that promote collaboration. – What forces are at play that help people to want to collaborate? • Create a list of items that impede collaboration. – What forces are at work that hinder people from wanting to collaborate? • Assign a weight to each item from 1-5 • Timebox of 3 min • Elect a spokesperson; they will get 1 min to brief out the most significant findings.
  34. 34. Promotes Impedes Collaboration – Forcefield Analysis
  35. 35. The Importance of Teaming Agreements • Create mutual expectations • How we make decisions • Keep commitments • Have fun As we fulfill these, we create trust while also moving towards our end goal.
  36. 36. Thanks - Keep in Touch Paul Boos IT Executive Coach 703-307-4322 paul.boos@excella.com @paul_boos

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