This document discusses using values to transform organizations in an agile manner. It outlines an agenda for a workshop on this topic, including discussions of values, beliefs, behaviors and how they relate to Scrum values and agile principles. Cultural transformation tools are presented, including assessing values and their alignment with behaviors. Moving individual and team development are key goals. Questions are posed to help reflection on values and progress.

1. Munich, 24. November 2016
Using Values
for Agile Transformation
visiting Valtech

2. Welcome and Agenda
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3. Onboarding
3

4. Values – Beliefs - Behaviour
4

5. VBB – What Nuggets found?
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6. Reflect Scrum Values and Agile Principles
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For example:
Reflect
”Where are we on
a scala from
1 (low) to 10 (top)?
What can we do
(all together – everybody
for him-/herself)
for a step a little bit
further on?”

7. Scrum Values
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Focus
Courage
Openness
Commitment
Respect
Empowerment &
Self-Organization
Time-boxing
Transparency
Inspect & adapt
Deliver every sprint
& Agile Principles

8. Moving Motivators
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Individual Motivators
Reflection and Team Development
Source: Management 3.0,
http://www.management30.com/

9. Kudo Cards & Kudo Box
Looking at the positive.
„ Rewards" only symbolic.
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Source: Management 3.0,
http://www.management30.com/

10. CTT – Cultural Transformation Tools
von Richard Barrett
 Values ​​= A cue-like description of individual and collective motivation factors
that characterize what is important to us. Values ​​can be positive or
potentially limiting ( cultural entropy).
 The thesis of Richard Barrett:
The culture of an organization or any group of individuals reflects the values,
attitudes and behavior of the leadership of this group.
 Culture is a fundamental driver of organizational and financial performance:
the coherence of employees with the values ​​of a company increases
commitment ( Gallup Studies) and correlates usually with the economic
success.
 The lived values ​​are very concrete in everyday behavior.
 We can make values ​​manageable and reflect on and shape the corporate
culture.
 The CTTs are easy-to-use tools to work with values.
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11. Maslows Pyramid of Needs and
Barretts Model of Consciousness (CTT)
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Consciousness
1. Self-realization takes place on several
levels
2. The hierarchy of needs is replaced by
states of consciousness
3. Certain values ​​and behaviors are assigned
to each state of consciousness.
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7
6
5
3
2
1
4
Needs
deficitneedsgrowthneeds
Physiological Needs
Safety
Love, Belonging
Recognition
Knowledge
Understanding
Self-
realization

12. 7 Levels of Organisational Consciousness ©
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www.valuescentre.com
Service
Making a
Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Positive Focus / Excessive Focus
Financial Stability
Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
Employee Recognition
Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Continuous Renewal and Learning
Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
Building Internal Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement,
employee fulfilment, coaching/mentoring
Service To Humanity and the Planet
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility

13. As a Person in this Organization ...
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… “I believe that we are doing something useful to mankind and that our work is
helping to create a better world.”
…” I feel personal fulfillment when I work with others to satisfy our stakeholders and
make a difference in our market.”
…” I use my talent to create value for customers and my creativity to contribute to the
common success with commitment and enthusiasm.”
…” There is a project I want to participate in to meet my needs for teamwork and personal
development.”
…” I want to achieve power, hierarchical and / or professional recognition to satisfy my
needs for continuity and self-worth.”
…” I would like to appreciate, respect and personal confirmation to satisfy my
needs for affiliation and affiliation.”
…” I would like to have a stable workplace and in the long run safety to meet my
survival needs.”

14. From Values to Action
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1. Values
Assessment
2. View results
together, start
dialog
3. Focus on core
values
4. Identify core
values ​​and their
behavior
5. Create entries
for Change
Backlog
6. Living values
​​and developing
the desired culture
ENTROPY
PERFORMANCE
1
2
3
4
5
6
7
..
CTT
- What is important to us personally?
- What values ​​do we currently live on?
- What values ​​do we need in the future?
The Cultural Change Process

15. CVA Example: Overall Group(246)
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Values Plot

16. Values – Accordance and Coherence
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Reference: https://vimeo.com/141154332
Helmut Lind, Vorstandsvorsitzender Sparda Bank,
about values and corporate philosophy
See movies „AUGENHÖHE“ and „AUGENHÖHEwege“.

17. Alligator – River – Story
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Once upon a time there was a woman named Abigail who was in love
with a man named Leonidas. Leonidas lived on the shore of a river. The
river, which separated the two lovers, was teeming with man-eating
alligators.
Abigail wanted to cross the river to be with Leonidas. Unfortunately, the
bridge had been washed out. So she went to ask Sinbad, a riverboat
captain, to take her across. He said he would be glad to if she would
consent to go to bed with him preceding the voyage.
She promptly refused and went to a friend named Ivan to explain her
plight. Ivan did not want to be involved at all in the situation. Abigail felt
her only alternative was to accept Sinbad's terms. Sinbad fulfilled his
promise to Abigail and delivered her into the arms of Leonidas.
When she told Leonidas about her amorous escapade in order to cross
the river, Leonidas cast her aside with disdain.
Heartsick and dejected, Abigail turned to Slug with her tale of woe. Slug,
feeling compassion for Abigail, sought out Leonidas and beat him
brutally.
Slug returns, reports Abigail, and agrees to marry her. Abigail accepts his
request.
Task: Arrange the 5 persons according to the rank of their wickedness.
Put the worst person in the first place.

18. Values should be visible in our daily business
to be alive  look at the Cultural Objects
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19. For an Agile Transformation we need both
Levels – Structure, Processes, Behaviour and
Reflection about Values, Beliefs,…
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20. Ressourcen
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 Personal Values Assessment (PVA) - kostenfrei!
http://www.valuescentre.com/pva/
 eBook Get Connected – in Kürze auch in deutsch
https://www.valuescentre.com/resources/get-connected
 Richard Barrett: The Values-Driven Organization. Routledge. ISBN: 978-0-415-81503-1.
 Richard Barrett: Werteorientierte Unternehmensführung: Cultural Transformation Tools für Performance und
Profil. Berlin, Heidelberg: Springer Verlag 2016.
 Andrea Maria Bokler, Michael Dipper: Changemanagement mit Cultural Transformational Tools, Heidelberg:
Springer Verlag 2015, ISBN 978-3-658-10921-9.
 Andrea Maria Bokler: Persönlichkeitsentwicklung als Voraussetzung einer erfolgreichen Führungskultur,
coach!n Nr. 03|2016,
http://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdf
 Simple Show „CTT“
https://www.youtube.com/watch?v=82YcAje1kXQ
 Ausschnitt aus einem Interview mit Helmut Lind, Vorstandsvorsitzender der Sparda-Bank München eG für das
Filmprojekt AUGENHÖHEwege:
https://vimeo.com/141154332 - wertebasierte Organisation – Werte und Leitbildprozess
 Management 3.0 - Moving Motivators
https://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdf
 Management 3.0 – Kudo Karten
https://management30.com/wp-content/uploads/2015/02/kudo-cards-german-self-A4.pdf

21. Do you have any questions?
Contact me!
Birgit Mallow
Organisationsentwicklung und Prozessberatung
Munich
and
Dresden
+49 171 / 276 42 61
bma@mallow-consulting.de
www.mallow-consulting.de
LinkedIn: https://www.linkedin.com/in/birgit-mallow-b3812b49
XING: http://www.xing.com/profile/Birgit_Mallow
Twitter: @BirgitMallow
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