Break the mold and boost your organization with Enterprise Social Systems!Agile Austria Conference
During the Agile Austria Conference 2017. Discover how to apply Enterprise Social Systems to find solutions for many of the challenges your company is facing.
Speaker: Erich Bühler
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
This document discusses new ways of working and managing that focus on human systems and agility. It advocates for more human-centric, self-organizing systems with emergent purpose over rigid hierarchies. Key aspects of this new approach include empowering autonomous teams, bringing one's whole self to work, and being driven by a higher purpose beyond just profits. The document also reflects on implementing these changes through learning, experiments, and adjusting organizational culture and structures.
Collaboration Contracts by Diane Zajac & Doc Norton at #AgileIndia2019Agile India
Not all team decisions need to be made by the entire team. There. Someone said it. In some cases, we can trust a single individual to make the decision because they have the most experience and insight. In other situations, we want a variety of interests and perspectives included to ensure a well-considered, unbiased decision. But how do we decide who and what and when?
Put down the RACI chart - there's a better way! A Collaboration Contract is a simple tool that allows team members to opt into conversations and decisions. With a Collaboration Contract, teams identify the decision makers, and through an open selection process, establish their desired level of autonomy. This is a not a decision-making tool, but a tool for assembling the decision making team with clear expectations and agreements.
Join Diane and Doc in this hands-on workshop where you will learn what it takes to run your own Collaboration Contract. Learn this powerful technique today and establish clearer decision making for your team tomorrow.
More details:
https://confengine.com/agile-india-2019/proposal/8523/collaboration-contracts
Conference link: https://2019.agileindia.org
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
The document discusses sensemaking as the process of understanding ambiguous situations and establishing situational awareness to make decisions. It defines sensemaking from both textbook and expert perspectives. It then discusses different contexts where sensemaking occurs, including at the individual, organizational, and societal levels. Finally, it outlines different models and methodologies for studying sensemaking, emphasizing the need to understand complex problems and situations before designing interventions.
Break the mold and boost your organization with Enterprise Social Systems!Agile Austria Conference
During the Agile Austria Conference 2017. Discover how to apply Enterprise Social Systems to find solutions for many of the challenges your company is facing.
Speaker: Erich Bühler
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
This document discusses new ways of working and managing that focus on human systems and agility. It advocates for more human-centric, self-organizing systems with emergent purpose over rigid hierarchies. Key aspects of this new approach include empowering autonomous teams, bringing one's whole self to work, and being driven by a higher purpose beyond just profits. The document also reflects on implementing these changes through learning, experiments, and adjusting organizational culture and structures.
Collaboration Contracts by Diane Zajac & Doc Norton at #AgileIndia2019Agile India
Not all team decisions need to be made by the entire team. There. Someone said it. In some cases, we can trust a single individual to make the decision because they have the most experience and insight. In other situations, we want a variety of interests and perspectives included to ensure a well-considered, unbiased decision. But how do we decide who and what and when?
Put down the RACI chart - there's a better way! A Collaboration Contract is a simple tool that allows team members to opt into conversations and decisions. With a Collaboration Contract, teams identify the decision makers, and through an open selection process, establish their desired level of autonomy. This is a not a decision-making tool, but a tool for assembling the decision making team with clear expectations and agreements.
Join Diane and Doc in this hands-on workshop where you will learn what it takes to run your own Collaboration Contract. Learn this powerful technique today and establish clearer decision making for your team tomorrow.
More details:
https://confengine.com/agile-india-2019/proposal/8523/collaboration-contracts
Conference link: https://2019.agileindia.org
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
The document discusses sensemaking as the process of understanding ambiguous situations and establishing situational awareness to make decisions. It defines sensemaking from both textbook and expert perspectives. It then discusses different contexts where sensemaking occurs, including at the individual, organizational, and societal levels. Finally, it outlines different models and methodologies for studying sensemaking, emphasizing the need to understand complex problems and situations before designing interventions.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
The document discusses how teams can be powerful by working together toward a common goal through a "social contract". It explains that teams are necessary for project work that requires collaboration. High-performing teams go through stages of forming, storming, norming, and performing. The social contract is based on relationships and involves issues like conflict, dynamics, emotion, status, inclusion and control. People are both what makes teams powerful but also what can cause problems, as people do not always act rationally. Understanding personality types, temperaments, ego resilience and emotional intelligence can help motivate interdependent collaboration on teams.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
This document discusses growing agile leaders and the inconvenient truths about leadership. It introduces three common reactive leadership personas: complying, protecting, and controlling. Participants reflect on tense situations and which reactive behaviors they and others exhibited. The session teaches that leadership requires managing one's own reactive tendencies. While command-and-control and agility create tensions, leaders must balance these tensions rather than resolve them. True leadership comes from taking responsibility for one's own experiences and self-management.
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
The document discusses techniques for teams to become self-organized through gradual delegation of authority from managers. It describes playing a delegation poker game to demonstrate different levels of authority. Key points discussed include the need for empowerment and four types of trust for effective delegation. Delegation boards are presented as a tool to map out a roadmap for teams to move along seven levels of authority towards self-organization. The takeaway emphasizes that delegation requires consideration of team maturity and experience, and happens gradually through empowerment and building trust.
The document discusses three authors - Peter Senge, Ikujiro Nonaka, and Hirotaka Takeuchi - and two of their works. It outlines Peter Senge's five disciplines of a learning organization from his book "The Fifth Discipline": personal mastery, mental models, shared vision, team learning, and systems thinking. It also summarizes Nonaka and Takeuchi's 4-stage model of knowledge conversion between tacit and explicit knowledge and five enablers that support knowledge creation.
Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Karl Weick's sensemaking model describes how organizations make sense of unpredictable environments through interaction and collective sensemaking. The model involves enactment of the environment, selection of cues through sensemaking, and retention of lessons learned. Weick extended the model to include retrospective sensemaking, where actions are taken first and then examined, loose coupling between coworkers allowing flexibility, and partial inclusion recognizing people have commitments outside of work.
The document summarizes key concepts from Peter Senge's book "The Fifth Discipline" regarding learning organizations. It describes the five disciplines that Senge proposes are essential for organizations to become true "learning organizations": personal mastery, mental models, shared vision, team learning, and systems thinking. For each discipline, it provides an overview of the core ideas and how they contribute to building an organization's capacity for continuous learning and improvement.
Finding the right metrics to help teams is sometimes difficult. Learn how one organization addresses this issue and helped to create a culture of experimentation.
Blog Post: https://www.spikesandstories.com/agile-metrics-team-useful/
YouTube: https://youtu.be/jlgXQtbvzls
High Resolution Slides: https://www.spikesandstories.com/wp-content/uploads/2018/01/AgileMetrics.pdf
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
The document discusses the key concepts of a learning organization from Peter Senge's book "The Fifth Discipline". It outlines five disciplines of a learning organization: personal mastery, mental models, team learning, shared vision, and systems thinking. It also discusses seven learning disabilities that inhibit organizational learning and eleven laws of a learning organization. Leaders are responsible for building foundations, developing learning processes, helping people develop more insightful views, and stewarding the shared vision.
The document provides guidance for facilitators on tools and techniques to effectively lead group processes. It discusses the role of the facilitator as a neutral party who helps groups achieve goals through structured and participatory processes. Some key tools covered include icebreakers to build rapport, consensus-based decision making, active listening, and nonverbal cues like hand signals to manage discussions. The overall emphasis is on inclusive processes that respect all perspectives and serve the needs of the group.
Three practical techniques to overcome conflict in teams or organisations.pdfKatrina Kolt
This document outlines three activities to help overcome conflict in teams:
1. The "Relationship Myth" exercise helps teams reflect on what initially brought them together and their shared goals and purpose to strengthen relationships.
2. "My Land, Your Land, Our Land" uses role-playing to help teams understand different perspectives and find shared interests to build consensus.
3. "Voice of the Relationship" role-plays the perspective of the relationship itself to provide wisdom beyond individual views and surface new solutions.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
The document discusses how teams can be powerful by working together toward a common goal through a "social contract". It explains that teams are necessary for project work that requires collaboration. High-performing teams go through stages of forming, storming, norming, and performing. The social contract is based on relationships and involves issues like conflict, dynamics, emotion, status, inclusion and control. People are both what makes teams powerful but also what can cause problems, as people do not always act rationally. Understanding personality types, temperaments, ego resilience and emotional intelligence can help motivate interdependent collaboration on teams.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
This document discusses growing agile leaders and the inconvenient truths about leadership. It introduces three common reactive leadership personas: complying, protecting, and controlling. Participants reflect on tense situations and which reactive behaviors they and others exhibited. The session teaches that leadership requires managing one's own reactive tendencies. While command-and-control and agility create tensions, leaders must balance these tensions rather than resolve them. True leadership comes from taking responsibility for one's own experiences and self-management.
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
The document discusses techniques for teams to become self-organized through gradual delegation of authority from managers. It describes playing a delegation poker game to demonstrate different levels of authority. Key points discussed include the need for empowerment and four types of trust for effective delegation. Delegation boards are presented as a tool to map out a roadmap for teams to move along seven levels of authority towards self-organization. The takeaway emphasizes that delegation requires consideration of team maturity and experience, and happens gradually through empowerment and building trust.
The document discusses three authors - Peter Senge, Ikujiro Nonaka, and Hirotaka Takeuchi - and two of their works. It outlines Peter Senge's five disciplines of a learning organization from his book "The Fifth Discipline": personal mastery, mental models, shared vision, team learning, and systems thinking. It also summarizes Nonaka and Takeuchi's 4-stage model of knowledge conversion between tacit and explicit knowledge and five enablers that support knowledge creation.
Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Karl Weick's sensemaking model describes how organizations make sense of unpredictable environments through interaction and collective sensemaking. The model involves enactment of the environment, selection of cues through sensemaking, and retention of lessons learned. Weick extended the model to include retrospective sensemaking, where actions are taken first and then examined, loose coupling between coworkers allowing flexibility, and partial inclusion recognizing people have commitments outside of work.
The document summarizes key concepts from Peter Senge's book "The Fifth Discipline" regarding learning organizations. It describes the five disciplines that Senge proposes are essential for organizations to become true "learning organizations": personal mastery, mental models, shared vision, team learning, and systems thinking. For each discipline, it provides an overview of the core ideas and how they contribute to building an organization's capacity for continuous learning and improvement.
Finding the right metrics to help teams is sometimes difficult. Learn how one organization addresses this issue and helped to create a culture of experimentation.
Blog Post: https://www.spikesandstories.com/agile-metrics-team-useful/
YouTube: https://youtu.be/jlgXQtbvzls
High Resolution Slides: https://www.spikesandstories.com/wp-content/uploads/2018/01/AgileMetrics.pdf
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
The document discusses the key concepts of a learning organization from Peter Senge's book "The Fifth Discipline". It outlines five disciplines of a learning organization: personal mastery, mental models, team learning, shared vision, and systems thinking. It also discusses seven learning disabilities that inhibit organizational learning and eleven laws of a learning organization. Leaders are responsible for building foundations, developing learning processes, helping people develop more insightful views, and stewarding the shared vision.
The document provides guidance for facilitators on tools and techniques to effectively lead group processes. It discusses the role of the facilitator as a neutral party who helps groups achieve goals through structured and participatory processes. Some key tools covered include icebreakers to build rapport, consensus-based decision making, active listening, and nonverbal cues like hand signals to manage discussions. The overall emphasis is on inclusive processes that respect all perspectives and serve the needs of the group.
Three practical techniques to overcome conflict in teams or organisations.pdfKatrina Kolt
This document outlines three activities to help overcome conflict in teams:
1. The "Relationship Myth" exercise helps teams reflect on what initially brought them together and their shared goals and purpose to strengthen relationships.
2. "My Land, Your Land, Our Land" uses role-playing to help teams understand different perspectives and find shared interests to build consensus.
3. "Voice of the Relationship" role-plays the perspective of the relationship itself to provide wisdom beyond individual views and surface new solutions.
The document discusses effective listening and communication in small groups, including barriers to listening such as prejudging others, rehearsing responses, and failing to adapt one's listening style. It also outlines different listening styles including people, action, content, and time-oriented styles. Nonverbal communication and developing trust within a group are important factors for effective small group interactions.
This document provides tools and techniques for mindful and agile leadership. It discusses conducting inner weather check-ins at team meetings to be collectively aware of moods. It recommends practicing mindfulness through daily routines, mindful listening, and stakeholder interviews. The document also covers reflective action and SMART goal setting, effective communication techniques like active listening and generative conversations, and tools for managing conflicts and coaching others. The overall aim is to train leaders to approach their work and interactions from a place of higher consciousness and intention.
This document provides an overview of coaching skills that can help others meet challenges in work and life. It discusses 8 key coaching skills: listening, stimulating thinking, encouraging, guiding learning from experience, praising, giving constructive feedback, giving feedforward, and holding accountable. The document emphasizes that effective coaching involves focusing on these skills rather than solving problems or giving advice. It also stresses the importance of practicing coaching skills with others and learning from those experiences.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
TOPIC 1 Active Listening Skill Set; Assessing your Listening Skills.docxherthaweston
TOPIC 1: Active Listening Skill Set; Assessing your Listening Skills, Barriers to Active Listening, and Improving your Listening Skills
First, we will look at "What is an Active Listener"? It’s a great question. Are you someone who while another is speaking is already preparing in your head your next statement?
I have had experiences where I was talking to a person who was not listening at all. Some have even been engaged with their phones, pretending to listen. It can be very discouraging!
Hoppe (2014) briefly stated:
Active listening is the willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to others. Avoiding premature judgment, reflecting understanding, clarifying information, summarizing and sharing are the steps to great listening. By learning and committing to these skills and behaviors, leaders can become more active listeners and, over time, improve their ability to lead.
Listening with your heart.
I am still learning to do this. Yeshua listened to others with His heart. "Yeshua who was a great teacher listened without prejudice. There is an example where we can especially see His interaction with the woman at the well (Jn. 4:4-42 NIV).
Despite culture, gender, racial, and moral strikes against her, Yeshua lovingly interacted with her … both listening and talking" (
taken from Train Christian Leaders website
)
Humphries (2012) expands on this….
Emotional listening involves a range of qualities: politeness, political intelligence, an awareness of verbal and non-verbal cues, and a willingness to make the exchange enjoyable. (Humphrey, 2012, p. 55)
Learning Activities
Activity 3:1 My Listening Skills
Complete the following activities to learn about and assess your listening skills:
a) Reading: Read Hoppe, M. (2014).
Active Listening: Improve Your Ability to Listen and Lead.
b) Active Listening Assessment: Read the questions given and answer them by rating yourself on your listening behaviors towards others.
c) How to Improve Your Listening Skills After taking the self-assessment. If you gave yourself a 4 or 5 rating on any question, you will find that item on pages 16 through 20 (Note:
pages may differ with e-books
).
HOMEWORK Submit your Self Assessment to the Dropbox below due Saturday, May 13th 2021.
Activity 3:2 Levels of Listening
Leadership communication is not only about what you say, it’s about how you respond to others. Your listening skills are crucial to your ability to understand and respond to thinking that may be different from your own.
All leaders must cultivate their listening on three levels:
LISTEN PHYSICALLY
Be present. You must be “in the moment” to connect with others.
Use open body language and eye contact to create rapport.
Eliminate physical distractions such as laptops, phones, and papers.
LISTEN MENTALLY
Stay with the speaker—rather than skipping ahead in your mind.
Paraphrase and mi.
Collaborative Agility for Students WorkbookJohn Miller
21st Century school environments are powered by collaboration. Collaboration can deepen the learning, enrich relationships, and broaden their future. Yet, when students are placed in teams without the proper readiness, collaboration can turn into disruptive conflict, frustration, and apathy. The Collaborative Agility for Students (CAS) is an in-depth one to two day immersion into the developing social and emotional intelligence. Collaborative Agility is the combination of positive psychology, Nonviolent Communication, facilitation techniques, and Agile approaches to get meaningful learning and work accomplished together. Unlike other student team workshops, CAS is experiential, with each section using a collaborative game or activity that students can directly apply in their classroom, club, program, work, and life.
Core flow paper clip no 1 on psycological safety 25032020Nels Karsvang
Joe often interrupts others during weekly project meetings to present his arguments before they have a chance to speak. The document provides suggestions for how to address this situation by getting different perspectives and making people feel comfortable sharing their views. It recommends the project manager ask Peter and Janet for their input after Joe speaks, in order to make them feel valued and ensure psychological safety where all colleagues respect each other and feel able to speak candidly.
The session aimed to build understanding of future choices and responses in South Africa, identify key capacities and actions, and highlight skills within the group. Appreciative inquiry and open space technology were used. Discussions focused on initiatives like social media networks between NGOs, leveraging strengths and skills, de-politicizing collaboration, and generating solutions through open sharing. Next steps include taking discussions forward, connecting organizations, and implementing proposals like a collaborative fundraising concert. The session sought to foster shared leadership and community among NGO representatives.
A Powerful Rotary Peace Project For Young People and Their CommunitiesRotary International
The document summarizes a presentation about the Rotary International Peace Advocate Program. The program aims to train young people in conflict resolution skills so they can become leaders in promoting peace. It involves a multi-step process where youth learn collaborative communication, purposeful listening, and purposeful speaking. They then use these skills to address conflicts in their own lives and communities. The presenters were a Rotary peace officer and past district governor who facilitated a peace group for local youth. They shared the goals and activities of the program.
The 7 habits of highly effective peopleUnike Pcool
This presentation summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" which outlines seven principles for personal effectiveness. The habits are divided into private victory habits of self-mastery and public victory habits of interpersonal mastery. Habit 1 is to be proactive in choosing responses based on values rather than conditions. Habit 2 is to begin with the end in mind by envisioning a goal and working backwards. Habit 3 is to put first things first by prioritizing important tasks.
The document discusses the seven habits of effective people as outlined by Stephen Covey. It describes each of the seven habits: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then be understood, 6) synergy, and 7) sharpen the saw. The habits move from dependency to independence to interdependence and build upon each other to help people become more effective.
This document provides guidance on managing conflict and empowering volunteers. It discusses [1] different approaches to managing conflict, including competing, accommodating, avoiding, compromising, and collaborating. Collaborating is presented as the most effective approach. It also addresses [2] potential issues when confronting conflict such as people who refuse to negotiate and issues of trust, and provides suggestions for handling those situations. Finally, the document outlines [3] different roles leaders can take to empower volunteers, including being a discoverer, illustrator, encourager, enabler, and smoother.
Influence When You Have No Power or Authority (full text version)Peter Bromberg
Webinar for Utah State Library, 2-24-15. Regardless of whether you have a great deal of positional power or authority or none at all, you can exert meaningful influence and help bring about the future you prefer. Using proven techniques grounded in a simple model of coaching, and practicing emotionally and socially intelligent behaviors, you can learn to bring yourself into a state of greater resourcefulness, focus your attention and energy, get into action, and exert purposeful influence in any situation.
The document discusses group therapy for socially rejected children. It notes that group therapy complements normal social development by providing an environment where children can practice new social skills under clinician guidance. When children first enter group therapy, they often lack certain abilities like self-reflection, flexibility, giving/receiving feedback, responsibility, and empathy. The document outlines several frameworks and models for structuring group therapy, including focusing on competence, belongingness, self-discovery, and community. It discusses addressing limitations in social-cognitive skills and targeting specific social-emotional skills to develop like communication, perspective-taking, emotion regulation, anger management, bullying prevention, and friendship skills.
Introduction to the 7 habits of highly effectiveVignesh Kumar
The document provides an overview of Stephen Covey's "Seven Habits of Highly Effective People". It discusses the development of habits and how personality is formed by character. It outlines four levels of leadership and explains the maturity continuum. Key concepts include developing an emotional bank account and maintaining trust in relationships. The seven habits are then summarized, including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand others, and synergizing to find cooperative solutions.
The document provides 10-minute leadership lesson activities and discussions that teach leadership skills through experiential learning. It includes icebreakers, team-building activities, and discussion questions to help participants understand leadership concepts like communication, problem-solving, and self-awareness. The activities are designed to be fun, hands-on experiences that stimulate discussion and help people learn and apply leadership skills.
A unique view of the growth, maturation, and developement of the human individual; used as a basis for instruction of,"The Trivalent Understanding": the next stage in the evolution of humanity.
Similar to AAC2018_Depth-in-being-agile with Olga Kiss & Gabriella Peuker (20)
In meinen Kursen und bei Einsätzen als Agile Coach werde ich immer wieder auf das Thema Reporting angesprochen. Welche Metriken können in agilen Projekten verwendet werden? Sind Story Points und Velocity geeignet für Reporting. Können Story Points normalisiert werden?
Die Antworten auf diese und ähnliche Fragen finden sich in einem grundsätzlichen Verständnis: Dem Unterschied zwischen Berichtswesen und Planung in der agilen Welt.
Story Points und Velocity sind als Planungswerkzeuge konzipiert und daher für das Berichtswesen denkbar ungeeignet. Es stehen dennoch genügend Mittel zur Verfügung, um auch in agilen Projekten Messwerte und sogar klassische Werkzeuge wie z.B. eine Earned Value Analysis (EVA) zu verwenden.
This document discusses 3 common reasons why agile design fails and provides countermeasures to address them. The 3 reasons are: 1) High uncertainty in design work makes estimations difficult and causes sprint goals to not be met. Countermeasures include reducing uncertainty through user research and workshops. 2) Some scrum rules do not fit the realities of design work. Countermeasures include different task structures for design and development. 3) Interdisciplinary dependencies between design and development cause issues when changes are needed. Countermeasures include planning more sprints upfront for uncertainty and optimizing handoff processes.
AgileAustriaConference2023_Agile Software Development meets Business_FlorianB...Agile Austria Conference
Warum Softwarearchitektur und Führungskultur enger miteinander verknüpft sind, als man zunächst vermuten möchte und welche Handlungsempfehlungen sich daraus ableiten lassen.
AgileAustriaConference2023_ Product Owner Growth Wheel_CASSANDRA VAN GELDERAgile Austria Conference
Raiffeisen International Bank, based in Vienna, Austria, invested time, effort, and support in our Agile transformation. We created a Scrum Master Learning Journey, pairing it with the Agile Coach Growth Wheel that we refined (adding items to make it more easily understandable (e.g., icons, colors, pairing descriptions with Scrum Master levels, etc.) These additions made it easier to show how trainings, classes, and workshops applied to the wheel and help the Scrum Master on their growth path.
AgileAustriaConference2023_Weiterentwicklung des Projektmanagements anhand de...Agile Austria Conference
Im klassischen Projektmanagement stehen Leistung und Kosten fest, hingegen die Zeit ist variabel. Im agilen Projektmanagement wiederum determinieren Zeit und Kosten inwieweit die Leistung erfüllt wird (Preußig, 2020). Die wirtschaftlichen Verflechtungen werden durch den zunehmenden weltweiten Austausch und des damit verbundenen gestiegenen Wettbewerbsdruck immer größer (Osterhammel & Petersson, 2007). Somit steigt auch die Komplexität der einzelnen Projekte. Das führt zu der Fragestellung: Wie muss das Projektmanagement in einer Organisation weiterentwickelt werden, um den heutigen, stetig ändernden Anforderungen gerecht zu werden?
AgileAustriaConference2023_Navigating the Waves of Change_Veronika StubbingsAgile Austria Conference
In today’s rapidly evolving business landscape, the role of product organization has emerged as a critical driver of success. As companies strive to remain competitive and deliver value to their customers, the transition towards a more product-focused approach has become imperative. This talk aims to provide insights into how teams can effectively transform their organizational structure and mindset to embrace a product-centric philosophy. During the presentation, we will delve into the key principles and strategies that underpin a successful shift towards a product-oriented mindset. We will explore the importance of cross-functional collaboration, where teams from various disciplines work seamlessly together to create cohesive and customer-centric products. Additionally, we will examine the significance of adopting agile methodologies, empowering teams to iterate quickly, respond to market changes, and continuously improve their products.
AgileAustriaConference2023_Does a team of Agile Coaches need leadership or no...Agile Austria Conference
We often ask ourselves the question: What about a “team” of agile coaches in a company? Are they a team? Are they not? What are they then? Or what not? The lecture takes up some theories, compares them with experienced practice from the daily life of an agile coaching team and after this classification swings to the question: does such a team need leadership? Which leadership? Which not? And how can this be applied to other organisational “formats”? Specialist teams?
AgileAustriaConference2023_Das haben wir noch nie probiert, also geht es sich...Agile Austria Conference
Idealerweise solltest du, besonders im agilen Setting, als Leader folgendes können:
• NEUES Denken WAGEN – Kreativität und Neugier als Mindset eröffnen neue Lösungsräume und schafft den Nährboden für Innovation
• Kultur ENTWICKELN – Kreativität und Neugier als Basis der Unternehmenskultur kann aus Problemen Reichtum schaffen
• MUTIG MenschSEIN – neugierig auf die Gefühle von Menschen sein und die eigenen steuern können – das erfordert MUT zum MenschSEIN
• Kommunikation WIRKSAM GESTALTEN – damit alle gehört werden
• Das bedeutet Zukunft zu GESTALTEN
Wir beleuchten, was möglich werden kann, wenn Veränderung in einer Organisation nicht an Frameworks, sondern konsequent an einer funktionalen Sichtweise auf Abläufe und Strukturen ausgerichtet wird. Entfällt ein Framework als Referenz für die Gestaltung von Veränderung, so rückt die Arbeit mit Hypothesen und funktionalen Äquivalenten in den Vordergrund: “Wofür sind unsere derzeitigen Abläufe und Strukturen vermutlich nützlich? Wollen wir diesen Nutzen erhalten? Falls ja, durch welche Veränderung?” Diese Fragen illustrieren, dass Veränderung auch einen bewahrenden Anteil in sich tragen kann. Veränderung jenseits von Frameworks erlaubt, dass solche Konkurrenzen in einer Organisation sichtbar und verhandelt werden können.
AgileAustriaConference2023_Episode10 Agilität - Auf der Suche nach dem verlor...Agile Austria Conference
In dieser spannenden Episode erkunden wir gemeinsam die Herausforderungen, die viele von uns kennen: Wir haben Rollen definiert, Schulungen initiiert und verschiedene Frameworks und Methoden eingeführt. Aber dennoch bleibt der gewünschte Fortschritt aus. Die Sehnsucht danach, Teams wieder stärker zu steuern und zu kontrollieren, ist groß. Doch die Wahrheit ist, dass wahre Agilität nicht durch Kontrolle, sondern durch Verständnis und Anpassung entsteht.
In diesem Vortrag schöpfen wir aus jahrelanger Erfahrung in der Einführung und Begleitung von Agilität in großen Unternehmen sowie der Entwicklung des revolutionären “Agile Way Working”. Wir begegnen gemeinsam bekannten Herausforderungen wie dem festgefahrenen Mindset und der unveränderten Unternehmenskultur.
AgileAustriaConference2023_Der SM – Balancekünstler zwischen Teamsekretär und...Agile Austria Conference
„Nicht Finanzen. Nicht die Strategie. Nicht die Technik. Es bleibt die Teamarbeit, die den größten Wettbewerbsvorsprung verschafft, sowohl aufgrund ihrer Schlagkraft als auch aufgrund ihrer Seltenheit.“ Mit diesen Worten eröffnet der amerikanische Management-Berater und Bestseller-Autor Patrick Lencioni sein bekanntestes Werk „Die fünf Dysfunktionen eines Teams“ (Das Potenzial von Teams richtig einschätzen (humanresourcesmanager.de))
Wir haben 2023 und noch immer sind Themen wie Teamarbeit und gelebte Kultur schlecht messbar, stiefmütterlich behandelt und höchstens implizit vorgegeben. Das lässt sich auch auf die Rolle des SMs ummünzen, denn der erhöht weder Lines of Code noch füllt er den so dringend benötigten Backlog.
Today it’s common for company leaders to express a desire to be more agile, and many embark on expensive change journeys, to make their teams more agile.
After years on this journey fraught with “resistance” and lots of change, and yet seldom able to show results that are meaningful to customers or the business
Part of the problem is the core assumption that the problems, and therefore solutions exist at the team level.
My experience is that to delight customers, collaboration is required between teams and departments. This focusing on the parts (individuals and teams) rarely improves the whole, in ways customers will appreciate or pay for.
In meiner praktischen Arbeit der letzten 10 Jahre in groß angelegten Transformationen und large scale agile Projects gab es immer eine Abkehr vom “alten Management” hin zum “neuen agilen Arbeitsmodus”. Die Spannungen und Probleme die daraus resultierten waren immens. Teams, die keine Führungs- / Entscheidungerfahrung hatten sollten und durften jetzt alles selber regeln, Führungskräfte mit guten Managementskills waren auf einmal nicht mehr relevant oder durften nichts mehr sagen und das Top Managment hielt sich gerne raus, weil “jetzt ja die Teams alles entscheiden”.
Mit meinem Vortrag möchte ich eine Lanze brechen für die guten Tugenden und Metaskills der “klassischen Führungskräfte der alten Schule” und aufzeigen, wie Brücken von der “alten” Arbeitsweise in die “neue = agile” Arbeitsweise funktionieren können und Teams, die sich auf die Reise zur Agiltät machen die Tugenden der “alten Führungskräfte” integrieren und nutzen können.
AgileAustriaConference2023_Agile HR: Getriebe oder Sand_Flore& EdelkrautAgile Austria Conference
Immer öfter sind Stabstellen in der Agilen Transformation des Unternehmens ein wichtiger Faktor. Sie wirken fördernd und werden Teil der Powertrain oder wirken als Sand im Getriebe, der agilen Transformation?
HRler, macht es zu eurer Mission, seit der Motor für die notwendigen Veränderungen und führt euer Unternehmen zum Erfolg. Dabei solltet ihr zum einen verstehen, dass Agilität nicht einfach durch ein agiles Framework erreicht wird und beginnt geeignete Maßnahmen in der Transformation einzuleiten.
Agile-Experten und Führungskräfte, holt HR und die anderen Stabsstellen ins Boot und nutzt ihre Erfahrung und Manpower, euch den nächsten Schritt in eine durchgängig agile Organisation zu ebnen. Ihr braucht sie und die Führungskräfte!
Wo anzusetzen ist und welche Maßnahmen geeignet sind, aber wo es auch Grenzen gibt, zeigen wir euch an konkreten Beispielen.
AgileAustriaConference2023_The Good, The Lean and the Agile: Erfolg im Softwa...Agile Austria Conference
Scrum hat die IT-Welt in den letzten Jahren (Jahrzehnte schon!) fest erobert. Doch seien wir mal ehrlich: Sind die Projekte nun plötzlich alle in time? In budget? Läuft alles reibungslos? Sind Stakeholder:innen stets zufrieden und jeden Sprint gibt’s neue Releases, die das Produkt bereichern? Wieso ist trotz aller Agilität der Projekt-Alltag doch nicht so leicht? Und wie kann man die Lage ändern?
Was Konditionstraining für Fußballer:innen ist, ist LEAN für Softwareprojekte. Die beste Taktik hilft uns nicht, wenn wir ohne Kondition das Feld betreten. In der Softwareentwicklung ist es ähnlich – ein eingesetztes Framework funktioniert nur so weit, soweit wir verstehen, für welches „Problem“ welches Framework passend ist und in welchem Rahmen das Framework eingesetzt wird.
Betrachten wir gemeinsam das Mindset und die Prinzipien, die der LEAN-Softwareentwicklungsmethode zu Grunde liegen, und wie Agile Methoden in diesem Mindset nahtlos implementierbar sind, damit bei deinem nächsten Softwareprojekt sichergestellt ist: Mehr VALUE, weniger WASTE.
AgileAustriaConference2023_Niemand verfügt über ein agiles Mindset! Warum und...Agile Austria Conference
Es ist der sagenumwobene heilige Gral: Das agile Mindset. Grundvoraussetzung, dass Agilität in Unternehmen Einzug halten, agile Methoden funktionieren und eine agile Kultur gelebt werden kann.
So zumindest wird es in Ausbildungen vermittelt und von Berater:innen eingefordert. Ganz oft treibt der Kult um das agile Mindset aber einen Keil zwischen Menschen: Hast du eines, gehörst du zur aufstrebenden agilen Community. Hast du es nicht, wirst du als Outsider gebrandmarkt, der sich erst einer persönlichen Weiterentwicklung unterziehen sollte, bevor er in die Ränge der Erleuchteten aufsteigen darf. Du bist mit all dem überfordert? Dann ist dein Mindset bestimmt nicht agil!
AgileAustriaConference2023_Blackshark.ai: Von einer projekt- zur produktorien...Agile Austria Conference
In unserem Vortrag möchten wir über unsere Erfahrungen von der Geburtsstunde der Change Initiative über den Rollout bis hin zur operativen Umsetzung berichten. Dabei werden wir auf die Zielsetzung, die Vorgehensweise, die Painpoints und Erfolgsmomente eingehen sowie welche Rolle den agilen Frameworks zugesprochen wurde.
AgileAustriaConference2023_AgileLeadership:3SchlüsselzumErfolg_Stephanie GenserAgile Austria Conference
Vor allem Organisationen in kompetitiven Branchen müssen dynamisch sein und sich ständig weiterentwickeln. Das erfordert auch Flexibilität der Führungskräfte, um Mitarbeiter*innen in Unternehmen zu inspirieren und zu halten. Menschen orientieren sich heute stärker an Visionen als an Hierarchien und möchten selbstbestimmter arbeiten. Die Führungskraft als Coach und Berater*in unterstützt sie dabei. In diesem Impulsvortrag erwarten Sie praktische Erfahrungen und Basis-Tipps, die Sie zu Ihrer eigenen Toolbox zusammenstellen und sofort einsetzen können.
AgileAustriaConference2023_Agile responsibility - von built-in quality zu bui...Agile Austria Conference
Es werden verschiedene Ansätze vorgestellt, wie Ethik in die agilen Frameworks integriert werden kann, z.B. durch die Definition klarer Kriterien zur Überprüfung, ob jede Aufgabe den ethischen Werten des Unternehmens entspricht oder durch die Nutzung bestimmter KPIs zur Messung der ethischen Auswirkungen. Es wird diskutiert, wie Unternehmen durch die Integration ethischer Werte in ihre agilen Frameworks nicht nur in der Lage sind, auf sich ändernde Marktbedingungen und Kundenerwartungen besser zu reagieren, sondern auch starke Beziehungen zu ihren Kunden, Mitarbeitern und der Gemeinschaft aufzubauen.
AgileAustriaConference2023_Keine Innovation und Entwicklung ohne Psychologisc...Agile Austria Conference
Psychologische Sicherheit bezieht sich auf das Gefühl von Menschen, sich in einer Umgebung sicher und akzeptiert zu fühlen, um offen und ehrlich zu sein, ohne Angst vor negativen Konsequenzen zu haben. Insbesondere in Arbeitsumgebungen fördert psychologische Sicherheit eine offene Kommunikation, in der Mitarbeiter ihre Ideen und Meinungen frei äußern können, ohne Angst vor Urteilen oder Ausgrenzung zu haben. Dies trägt zu besserer Zusammenarbeit, Kreativität und Leistung bei.
Mitarbeiter:innen verbringen heute 50% mehr Zeit damit, im Team zusammenzuarbeiten, als noch am Ende des letzten Jahrtausends. Es reicht also nicht mehr, die besten Talente einzustellen. Es braucht auch eine Basis auf der man zusammenarbeiten kann. Eine angstfreie Kultur ist die Grundlage für echtes Commitment in Teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
2. 2
Doing agile vs. Being agile
“Being agile means you understand the principles which lead to true agile success.
It also means the team and organization are both constantly improving. When
you are being agile daily standup meetings and retrospectives are both very
important meetings which help the team be successful. Finally, being agile means
being unafraid of failure. Doing agile has none of these qualities because it is all
about doing the agile practices, not living the agile principles!”
- Bob Hartman, 2009 https://agileforall.com/agile-antipattern-doing-agile/
Is it possible to be agile - living the agile principles - without doing any of the
known practices? What do you think?
3. 3
Shu Ha Ri
“People who are learning and mastering new skills pass through three quite different stages of behavior: following, detaching, and
fluent.”(Cockburn, 2001 http://alistair.cockburn.us/Shu+Ha+Ri ) Ron Fox 1995, 2001 http://www.kendo-world.com/wordpress/shu-ha-
ri-revisted-part-i/
level Shu
Keep, protect,
maintain
Ha
Detach, learn new practices, go to
different schools/dojos
Ri
Go beyond, transcend
behaviour Follow, imitate detach Fluent, be in flow
Listening &
learning
explicit instructions Limitations of practices, rules,
comparison, personal compatibility
Informative situations,
transformative points
knowledge Doing only Understanding purpose,
comparison, reflection
Tacit, personal
knowledge, dancing in
the moment
4. 4
The route to being agile
The Hartman way:
“Once you understand the difference [between doing and being agile] you can start to rely on the process
to self-correct you toward being agile.”
- Bob Hartman, 2009 https://agileforall.com/agile-antipattern-doing-agile/
The Pragmatic Dave way:
“What to do:
● Find out where you are
● Take a small step towards your goal
● Adjust your understanding based on what you learned
● Repeat
How to do it:
● When faced with two or more alternatives that deliver roughly the same value, take the path that
makes future change easier.”
- Pragmatic Dave, 2014 https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html )
6. 6
the f-word
“Hard facts are only part of the data. Feelings are at least half the story. Feelings
tell what’s important to people about the facts and about the team.”
- Derby & Larsen Agile Retrospectives. p.9.
“let people talk about how they experienced the iteration without using the F word
(“feelings”).”
- Esther Derby & Diana Larsen Agile Retrospectives. Making Good Teams Great. Group. The
Pragmatic Bookshelf. p.10
"In my experience, high-performance teams are fully capable of developing safe
ways to discuss the feelings and needs of each member."
- Norm Kerth: Project Retrospectives : A Handbook for Team Reviews p.41.
7. 7
intimate relationships
“...listen for the conversations that happen during a typical day on a healthy agile
team. You’ll hear talk about things like mammogram results, coping with elder
parents, frustrations with visiting in-laws, upcoming vacation plans, advice on
raising kids, and much more. On exceptionally healthy teams, you hear team
members talk to one another at an even deeper level of intimacy. They discuss
their fears about the upcoming performance evaluation cycle, whether they feel
valued on the team, and how their work on the team does or does not mesh with
their personal growth goals. Relationships on agile teams are intimate.”
-Lyssa Adkins: Coaching Agile Teams. p.221
9. 9
Purpose of deepening
Learn how to
● make a psychological contract to give the team safety and trust to deepen
relationships
● differentiate between facts and interpretations
● talk about facts without judgements
● see the values behind actions
● be able to talk about implicit assumptions
● clearly see your own emotions
● express complex emotions and feelings by words
● take responsibility for your emotions
● look behind emotions and see your own basic human needs
● express your needs clearly
● let the other person give freely from heart
10. 10
Deep Retro
1. Set the stage - the importance of framing and psychological contract
2. Gather data - the essential data of a deep retro:
a. feelings, emotions,
b. interpretations
c. go to the level of deepest human needs
to deepen data gathering: TA, CC/NVC 1st-3rd steps, ladder of inference, EQ
1. Generate insights
to deepen insights: CC/NVC 4th step, EQ
2. Decide what to do
keep your discussion on a deep level: Dialogue vs. debate
3. Close the retro - closing with supporting attitude
11. 11
values
Awareness. “Awareness means the capacity to see a coffeepot and hear the
birds sing in one's own way, and not the way one was taught….
Spontaneity. Spontaneity means option, the freedom to choose and express
one's feelings from the assortment available (Parent feelings, Adult Feelings and
Child feelings). It means liberation, liberation from the compulsion to play games
and have only the feelings one was taught to have.
Intimacy. Intimacy means the spontaneous, game-free candidness of an aware
person, the liberation of the eidetically perceptive, uncorrupted Child in all its
naivete living in the here and now.”(Berne: Games People Play, Ch 16, p.78-79).
12. 12
values
Attentive listening: listening for feelings and needs as well as thoughts
Taking responsibility
– for our emotions - emotional freedom
– for expressing our needs
Giving from the heart
Autonomy and let the other person stay autonomous
Compassion & empathy to ourselves and others
Presence
13. 13
Thank you for your attention!
Olga Kiss
olga.kiss@agilehuman.hu
Gabriella Peuker
gabriella.peuker@agilehuman.hu
http://agilehuman.eu/