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Agile as a systemic change (Scandev 2011)


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Agile as a systemic change (Scandev 2011)

  1. 1. Agile as a Systemic Change Pierluigi Pugliese ConneX o X
  2. 2. What if...• Teams work well• Scrum/Kanban/... are implemented• Engineering practices are implemented• Retrospectives work• ... BUT...
  3. 3. ...Agile does not work?
  4. 4. Organisations are Systems!
  5. 5. Agile as a Systemic Change Organisation Not just Teams! TeamsIndividuals
  6. 6. Do we think “System”?Some statistics fromAgile Coaching books
  7. 7. Change to Agile is Systemic! Organisational DevelopmentOrganisationTeam Scrum KanbanIndividuals TDD Pair Prog.
  8. 8. How do we deal with systems?
  9. 9. Some Systemic Concepts...• Gregory Bateson• Steve de Shazer• Peter Senge• Ludwig von Bertalanffy• Humberto Maturana• Niklas Luhmann• Francisco Varela• Paul Watzlawick• Eliyahu Goldratt• ...
  10. 10. System Wholeness “A change in a part of the system necessarily influences the whole system” Command and - Steve de ShazerControl often ignores this!
  11. 11. Non-Summativity“A System is different than the sum of the parts” - Steve de Shazer 1+1=?
  12. 12. Circular Causality The distinction between causes and effects blurs ... ... Quality Team ... Problems Morale Low ... ... Code does not get cleaned- The Thinking Process ...- System Diagrams
  13. 13. Non-Linearity2 x Cause does not result in 2 x Effect!• Thresholds (Barriers, Tipping Points)• Non-linear reactions• ...
  14. 14. There is no Observer! An Observer influences the system anyway, just by watching it!
  15. 15. Influencing Systems?
  16. 16. Some Systemic Tools
  17. 17. 1. Networks in an Organisation
  18. 18. Representing your System
  19. 19. An Organisation... A A A B C D B C D E H I E H I F G L J K F G L J K M M B F E G B L A C H J D I M K C D A B C D A A A A B BC D CB DC D B C D E H I E H E I I E H I E H IH FG L J K F G FL GJ L K J K F G L J M F G L J K M M M M E H F E G B L A C H J D I M K I A A D A B C B C D A B C D E H I E H I E H I F G L J K B C D F G L J K M F G L J K M M E H IF G L J F G L J K K M M
  20. 20. Your turn... - In pairs: client and coach - Client determines 2-3 parallel networks - Client visualises 1-2 of these networks - Coach gives feedback and asks clarifications
  21. 21. Sociograms A B C D E H IF G L J K M
  22. 22. Sociograms - Write yours... Man Closeness Very Close, Too Close Woman Conflict Clear Border Hidden Conflict Diffuse Border, Involvement, Fusion Avoided/avoiding Conflict Blocked Border, Disengagement, Exclusion
  23. 23. 2. Order in Human Systems
  24. 24. 1. Belonging• “Us and Them• “Friends and Foes”• “Family and the Others” Who belongs to the system has priority! (Consultant be aware!)System Existence
  25. 25. 2. Order of Arrival• The Last is less important than the First• The Last can leave first (less stakes!) Growth and Expansion
  26. 26. 3. Common Interest “Immunization”
  27. 27. 4. Contribution• Performance• Involvement• Skills• Effort
  28. 28. Order of Importance 1. Belonging 2. Order of Arrival 3. Common Interest 4. ContributionSparrer, von Kibed - Grundprinzipien für den Systemerhalt
  29. 29. Basically...
  30. 30. All of these Tools give you more Choices
  31. 31. Where can you go from here? There’s a wealth of techniques out there: you choose where to explore next...
  32. 32. Pierluigi PuglieseConneX o X