Speed talk delivered at Agile People Sweden conference in October 2018

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Shane Hastie MIM ICE-PO ICP-AC
Director of Agile Learning Programs
Deliberately Designing a
Collaborative Culture
Aspects of Culture
Culture Has Many Facets

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Culture
Vision
A Clear, Compelling Vision
OUR MISSION:
Advance the State
of Agile Learning
Globally

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Culture
Vision
Values
Values - Which is right?
• I’m still hungry
• Finish what’s on your plate
• What a waste of food
• Your generosity is appreciated

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Culture
Vision
Values
Respect

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Respect for Everyone
Culture
Vision
Values
Respect
Practices

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Craftsmanship and Space for Learning
Culture
Vision
Values
Respect
Practices
Narrative

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Share your Stories
Culture
Vision
Values
Respect
Practices
Narrative
Places &
Spaces

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Physical Environment Matters
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
Culture
Vision
Values
Respect
Practices
Narrative
Places &
Spaces
Leadership

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Aligned Autonomy
Culture
Vision
Values
Respect
Practices
Narrative
Places &
Spaces
Leadership
Safety &
Trust

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Great Teams
https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/identify-dynamics-of-effective-teams/
Culture
Vision
Values
Respect
Practices
Narrative
Places &
Spaces
Leadership
Trust

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Culture as an Elastic Band
People
(Values, Beliefs, A tudes, Norms, Habits)
Process
(Value Chain, Policies, Opera ons, Business Processes)
Structure
(Roles and Responsibili es, Decisions, Organiza on)
Strategy
(Goals, Measures of Success, Rewards)
Leadership
(Style, Values, Habits)
Culture
Culture
Culture
CULTURE
Deliberately Designing
The ICAgile Story

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What we wrote Questions to consider What does this look like?
We believe everyone can be a leader, who is
aspirational, collaborative and adaptable.
We amplify each other’s achievements and
encourage one another to take ownership over
tasks. Asking for help is not a sign of weakness
but an opportunity to collaborate with one
another on different capacities.
We hold ourselves accountable, without laying
blame. We lead by example and practice what
we preach, adapting to the needs of the
moment.
How do we hold ourselves accountable,
show/demonstrate ownership?
We acknowledge when we are incapable of
meeting commitments and provide solutions
rather than blame.
We have grit! As s group and as individuals, that
means that we build and practice patience,
perseverance, focus and passion for our big
long-term goals.
We embrace experimentation and build in
realistic timelines for our experiments. We fail
intentionally and with intention. We are willing
to put in the extra elbow grease to challenge
ourselves do better each and every day.
Failing is an important muscle for our growth
and our journey.
Like any other muscle, we work it out often,
together, and in a safe environment. Learning
and innovating are the manifestation of our
strong muscle.
How do we practice failing?
We acknowledge when we fail and recognize
the reason why we fail in order to put better
processes in place.
Who We Are:
We are a small team of fearless leaders who like to punch above our weight class. We view failing as an important
muscle for our growth and hold ourselves accountable without placing blame on others when we fail.
31
We can’t think ourselves into a new way of acting…
…We must act ourselves into a new way of thinking.

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Managing complex change
1
Vision
2
Skills
3
Incentives
4
Resources
5
Action
Plan
Vision Skills Incentives Resources
Action
Plan
Vision Skills Incentives Resources
Action
Plan
Vision Skills Incentives Resources
Action
Plan
Vision Skills Incentives Resources Action Plan
CHANGE
CONFUSION
ANXIETY
GRADUAL CHANGE
FRUSTRATION
Vision Skills Incentives Resources Action Plan FALSE STARTS
All 5 factors need to be present to create lasting change
This chart demonstrates that all 5 factors: Vision, Skills, Incentives, Resources and an Action Plan must
be present for real CHANGE to take place. If any of these factors is missing an alternative outcome
such as confusion, anxiety, gradual change, frustration or false starts will occur. (Ambrose, 1987)
What are some concrete actions you can take
to move to a more collaborative culture?
Enacting the
Change

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Shane Hastie MIM ICE-PO ICE-AC
Director of Agile Learning Programs
Contact Information
shane@icagile.com
ICAgile.com
Twitter: @shanehastie
LinkedIn: http://nz.linkedin.com/in/shanehastie/