1. The document provides an overview of changing organizational culture and discusses various approaches and challenges.
2. It recommends starting small by focusing on individuals and utilizing frameworks to introduce incremental changes while keeping a long term vision.
3. References are made to various thought leaders and their works on topics like change management, leadership, and organizational behavior to provide guidance on influencing culture change.
This is an ongoing reference deck for me for doing change with Scrum. Mostly cultural change. This is a revised version after my talk at TriAgile in Raleigh May 2, 2014.
Katina Strauch, College of Charleston
Katina Strauch began the Charleston Conference back in 1980 and The Conference has grown to be an international meeting attended by hundreds of librarians, publishers, vendors, and aggregators. She talked about why and how this happened (she thinks) and how, in 1989 (just prior to Hurricane Hugo) she decided to begin publication of Against the Grain, linking publishers, vendors,and librarians. Katina is Assistant Dean for Technical Services and Collection Development at the College of Charleston Libraries. The Charleston Conference and Against the Grain are private independently-operated entities.
This is an ongoing reference deck for me for doing change with Scrum. Mostly cultural change. This is a revised version after my talk at TriAgile in Raleigh May 2, 2014.
Katina Strauch, College of Charleston
Katina Strauch began the Charleston Conference back in 1980 and The Conference has grown to be an international meeting attended by hundreds of librarians, publishers, vendors, and aggregators. She talked about why and how this happened (she thinks) and how, in 1989 (just prior to Hurricane Hugo) she decided to begin publication of Against the Grain, linking publishers, vendors,and librarians. Katina is Assistant Dean for Technical Services and Collection Development at the College of Charleston Libraries. The Charleston Conference and Against the Grain are private independently-operated entities.
Bet On Women: Tech's future shines brightest in the hands of womenHeather O'Neill
From Ada Lovelace and Grace Hopper to the Hidden Figures and ENIAC 6, women have always been at the forefront of emerging technology. Despite this, it’s men like Steve Jobs or Bill Gates who are lionized by the tech community as entrepreneurs and technology leaders.
But the future looks different – study after study reinforces a long-overdue truism: investing in women is the surest path to success. From hiring and promoting women to investing in women-run startups, the data's clear on the benefit and necessity of placing women at the helm. In this interactive discussion, we’ll talk about why women are tech’s best bet, and how you can act on this truth to propel yourself and others forward.
ART DESCRIPTION/SYNOPSIS:
Creativity is no longer a luxury. It is a critical survival skill that we need to adapt to rapid changes, solve complex problems, imagine new possibilities, and navigate uncharted waters ahead of us. In this lecture, we learn and practice creativity through a workshop titled "Improvised Lives".
Improvised lives are lives defined by a sense of adventure, curiosity, exploration, and spontaneity. Improvised living requires a playful mode of continuous learning, intense curiosity, embracing chaos and uncertainty, thinking and problem-solving beyond borders, experimenting and making mistakes, and acting as an entrepreneur. In this workshop, you have opportunities to experiment with automated writing, doodling, drawing, ideating, imagining, and creating techniques.
In addition, we have about 20 mini-puzzles to solve. We cover a wide range of topics ranging from Oscars to celebrities, from vulnerability to humor, and from wellness to fashion. Finally, we have a mini-workshop on future generations (Alpha generation in particular), explore the biggest challenge facing them (climate emergency), and discuss the number one mental problem plaguing the youth of today (climate anxiety). After we give a nod to Greta Thunberg, we turn to another futurist and visionary who has set one of the most challenging and ambitious goals for himself: Elon Musk aspires to send 1 million people to Mars by 2050. We finish the lecture with a mini-workshop on "Life and Employability on Mars", where we learn surprising facts about this red planet, including the fact that creativity indeed will be a surviving skill on this planet.
Contents:
Review of Last Class: Asset Creation
Puzzles
IMPROVISED LIVES Workshop:
◦Exercise: Automated Creative Writing
◦Exercise: Automated Imagination (What If…)
◦Exercise: Automated Adventures and Fun (Lighten Up)
◦Exercise: Automated Imagination (Your Netflix Show)
◦Exercise: Automated Ideation (The Matrix Challenge)
◦Exercise: Moonshots and Asset Creation
◦Exercise: Automated Drawing and Doodling
Mini-Workshop: Future Generations & Climate Emergency
Mini-Workshop: Life and Employability in Mars (For fun & curiosity)
Key Takeaways
Chained to its desk in Cubicalia, The creative Brain is at its lowest point — until a mysterious stranger beckons. Together, they embark upon a journey where The Brain’s creative talents are solely needed and put to the test. The Brain discovers how to function optimally to generate ideas and solutions, and you’ll discover what fundamentals are needed to foster a supportive environment where everyone is at their creative best.
The Politics of Worldbuilding (AdventureX 2017)Jess Haskins
All art is political, whether or not you intend to "make a statement." If you don't create with a clearly articulated perspective in mind, your work is likely to reinforce a host of tropes and implicit assumptions you hadn't even considered. Especially when you set out to build an entire world!
What values does your world embody? What culture does it create? Who is it for?
Drawing on examples from my work in game writing, design, and teaching, this talk examines the ways that worldbuilders can both draw upon and challenge traditional representations to captivate audiences with original, compelling, immersive worlds, while avoiding damaging tropes and cliches.
Jim Proce - How to Deal with Annoying Crap! Observations for a Deeper DiscussionJim Proce
In the ongoing effort to eridicate "Stupid" in organizatioons, Jim Proce has presented this open forum for organizations, agenicies, and professional associations, challenging the status quo in organizations, eliminating the excuses, and demanding you ask yourself and those around you "WHY?" This "tongue in cheek" presentation provides a forum for honest discussion and provokes thought and yields leadership behaviors. For more iniformation contact jimproce@gmail.com
Bet On Women: Tech's future shines brightest in the hands of womenHeather O'Neill
From Ada Lovelace and Grace Hopper to the Hidden Figures and ENIAC 6, women have always been at the forefront of emerging technology. Despite this, it’s men like Steve Jobs or Bill Gates who are lionized by the tech community as entrepreneurs and technology leaders.
But the future looks different – study after study reinforces a long-overdue truism: investing in women is the surest path to success. From hiring and promoting women to investing in women-run startups, the data's clear on the benefit and necessity of placing women at the helm. In this interactive discussion, we’ll talk about why women are tech’s best bet, and how you can act on this truth to propel yourself and others forward.
ART DESCRIPTION/SYNOPSIS:
Creativity is no longer a luxury. It is a critical survival skill that we need to adapt to rapid changes, solve complex problems, imagine new possibilities, and navigate uncharted waters ahead of us. In this lecture, we learn and practice creativity through a workshop titled "Improvised Lives".
Improvised lives are lives defined by a sense of adventure, curiosity, exploration, and spontaneity. Improvised living requires a playful mode of continuous learning, intense curiosity, embracing chaos and uncertainty, thinking and problem-solving beyond borders, experimenting and making mistakes, and acting as an entrepreneur. In this workshop, you have opportunities to experiment with automated writing, doodling, drawing, ideating, imagining, and creating techniques.
In addition, we have about 20 mini-puzzles to solve. We cover a wide range of topics ranging from Oscars to celebrities, from vulnerability to humor, and from wellness to fashion. Finally, we have a mini-workshop on future generations (Alpha generation in particular), explore the biggest challenge facing them (climate emergency), and discuss the number one mental problem plaguing the youth of today (climate anxiety). After we give a nod to Greta Thunberg, we turn to another futurist and visionary who has set one of the most challenging and ambitious goals for himself: Elon Musk aspires to send 1 million people to Mars by 2050. We finish the lecture with a mini-workshop on "Life and Employability on Mars", where we learn surprising facts about this red planet, including the fact that creativity indeed will be a surviving skill on this planet.
Contents:
Review of Last Class: Asset Creation
Puzzles
IMPROVISED LIVES Workshop:
◦Exercise: Automated Creative Writing
◦Exercise: Automated Imagination (What If…)
◦Exercise: Automated Adventures and Fun (Lighten Up)
◦Exercise: Automated Imagination (Your Netflix Show)
◦Exercise: Automated Ideation (The Matrix Challenge)
◦Exercise: Moonshots and Asset Creation
◦Exercise: Automated Drawing and Doodling
Mini-Workshop: Future Generations & Climate Emergency
Mini-Workshop: Life and Employability in Mars (For fun & curiosity)
Key Takeaways
Chained to its desk in Cubicalia, The creative Brain is at its lowest point — until a mysterious stranger beckons. Together, they embark upon a journey where The Brain’s creative talents are solely needed and put to the test. The Brain discovers how to function optimally to generate ideas and solutions, and you’ll discover what fundamentals are needed to foster a supportive environment where everyone is at their creative best.
The Politics of Worldbuilding (AdventureX 2017)Jess Haskins
All art is political, whether or not you intend to "make a statement." If you don't create with a clearly articulated perspective in mind, your work is likely to reinforce a host of tropes and implicit assumptions you hadn't even considered. Especially when you set out to build an entire world!
What values does your world embody? What culture does it create? Who is it for?
Drawing on examples from my work in game writing, design, and teaching, this talk examines the ways that worldbuilders can both draw upon and challenge traditional representations to captivate audiences with original, compelling, immersive worlds, while avoiding damaging tropes and cliches.
Jim Proce - How to Deal with Annoying Crap! Observations for a Deeper DiscussionJim Proce
In the ongoing effort to eridicate "Stupid" in organizatioons, Jim Proce has presented this open forum for organizations, agenicies, and professional associations, challenging the status quo in organizations, eliminating the excuses, and demanding you ask yourself and those around you "WHY?" This "tongue in cheek" presentation provides a forum for honest discussion and provokes thought and yields leadership behaviors. For more iniformation contact jimproce@gmail.com
Adam Leipzig has overseen more than 25 movies as a producer, executive and distributor. and has produced more than 300 stage plays and live events, and he was one of the founders of the Los Angeles Theatre Center.
AdamLeipzig.com
"I feel as though I've wasted my life,andI'm half way through it, they said.” I don't know what my life is all about. I was privileged to go to Yale, and we were standing on a summer evening
in the middle of Yale's old campus, and the people that I was speaking with were privileged, and highly educated, and financially well off, and in positions of power. And they had the first house, and the second house, and they had the first spouse, and the second spouse..
We still got jobs, we were living our lives expensively, with life's ups and downs, and we did not feel that we had wasted a single minute. And as I spoke with the 20%, the happier 20%, I discovered that each of them knew something about their life purpose because they knew five things:
who they were,
2)what they did,
3)who they did it for,
4)what those people wanted or needed, and
5)what they got out of it, how they changed as a result
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
Este es un keynote que me encontré en el 2014 que trata puntos muy buenos sobre Innovation Culture o bien, Cultura de la Innovación que vale la pena revisar.
This is a presentation on Learning Service, voluntourism, and international volunteer travel by Daniela Papi & Claire Bennett presented to a group of teachers at the Rocky Mountain Seminar in Boulder, CO, through Where There Be Dragons.
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
A quick and dirty synopsis of of my favorite bits of info from Planningness in Portland, OR.
Credit where credit's due - the original presentations can be found here: http://planningness.com/planning-ness-2014-presentations/. Hat tip to Ian Fitzpatrick for the design/Portland photo inspiration.
How to tell story? How to write a good content? What do you want to say? To Whom? When? Here are some fundamentals to write a good story content.
You is about what you do, and why you do it. It’s the stuff that drives you, the stuff that makes you special. It’s where your story starts.
Your audience is about taking your identity and making it part of other people’s lives. It’s about who’s going to be part of your story with you.
Your content is how you make the connection between you and your audience - things you do to engage your audience.
This guide is designed to to help you ask the question everyone must ask
if they want to make a difference.
You're going to die and no-one is going to give a shit.Chris Spalton
Here's my slides from my recent @SNHangout and @Syncnorwich talk: "You're going to die and no-one is going to give a shit." Sorry for the lack of notes, I didn't use any, hopefully it still works as a reference/reminder. Thanks as always to Austin Kleon for the important lessons and inspiration behind the talk.
Similar to Culture & Agile & Change - NYC Scrum Users Group (20)
People say they are doing Scrum, but in fact "We are doing Scrum, but...." And the Butts are not pretty. That is, when they move away from Scrum, almost always it is less effective. Here is the ScrumButt Test, to help.
How do we get more success with Scrum?
I propose that two key elements could help alot: inviting them to self-organize about the change. And then engaging them in making the change happen. Them is us. We are everyone doing the change, at all levels. Using Open Space.
This was give at the "Give Thanks for Scrum" event held by Agile Boston. Jeff Sutherland and Ken Schwaber were there. You will want to get their slide decks too.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Attending a job Interview for B1 and B2 Englsih learners
Culture & Agile & Change - NYC Scrum Users Group
1. copyright Joseph Little 2013
Culture & Agile & Change
“Culture eats Strategy for Breakfast”
“Could you please get those morons out of the road!”
!
NY Scrum Users Group
March 2014
!
Joseph Little
LeanAgileTraining.com
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About Joe Little
• A CST (Scrum Trainer) [CSM, CSPO, CSP], Agile coach, MBA. Former
English major. Southerner and New Yorker.
• More business-oriented than most agile guys. More into Lean and Business
Value Engineering. 8 courses with Jeff Sutherland.
• Find me at:
• LeanAgileTraining.com
• http://www.linkedin.com/in/joelittle
• Blog: http://www.leanagiletraining.com/blog/
• Twitter: jhlittle
• jhlittle@kittyhawkconsulting.com
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The worst possible slide deck
• Because I hate slide decks.
• “We’re talking here!”
• What I have learned so far....
• But jam packed with friends. And resources.
!
• “Go confidently in the direction of your dreams.” H.D. Thoreau
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The nutshell
• Summary of key ideas
• Some basics (Kotter)
• Why is it hard?
• My suggestions
• Some friends and guides (Satir, Vodde, Hofstede, Pink, Manns & Rising,
Denning, Apello, Kotter, Gat, Ohno, Drucker, Takeuchi, Nonaka, Mezick)
• Some fun quotes (useful?)
• A question. And your questions (and some responses)
• You can do it! (a pat on the back) Vaya con Dios!
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My dream
• “Man is born free, and everywhere he is in chains. ”
• Jean-Jacques Rousseau. The Social Contract.
• “I saw the angel in the marble and carved until I set her free.” Michelangelo
!
• But: You must dream your own dream.
• Second sentence (J-J R): “Those who think themselves the masters of others
are indeed greater slaves than they.”
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The Problem (practical & concrete)
Take one relatively small group
& get them to understand
& do
Lean-Agile-Scrum
better
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The Summary
1. It is easy to 'work hard' at changing the culture and get nowhere.
2. It is easy to change the culture a little bit.
3. Change will happen; your only job is to influence it. And you can.
4. Actions speak louder than words.
5. "Become the change you want to see in the world." (Gandhi)
6. "Love your enemies. Do good to those who hate you."
7. "When in doubt tell the truth. It will confound your enemies and
astound your friends." Mark Twain
8. "Just dance." Lady Gaga. Ride the wave.
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Just Dance
Red One
Konvict
Gaga (oh, yeah)
!
I've had a little bit too much, much
All of the people start to rush.
Start to rush by.
A dizzy twister dance
Can't find my drink or man.
Where are my keys, I lost my phone.
What's going on on the floor?
I love this record baby, but I can't see straight anymore.
Keep it cool what's the name of this club?
I can't remember but it's alright, I'm alright.
!
[Chorus:]
Just dance. Gonna be okay.
Da-doo-doo-doo
Just dance. Spin that record babe.
Da-doo-doo-doo
Just dance. Gonna be okay.
Duh-duh-duh-duh
Dance. Dance. Dance. Just dance.
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Why is this culture thing so hard?
• We don’t know what we are talking about.
• We don’t know what to do.
• Our expectations for speed of success are unrealistic.
• We don’t describe success well.
• It is big. And feels amorphous.
• It’s an instinctive / emotional
thing more than a rational thing.
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There is no magic.
• Not in 1215 (Magna Carta)
• Not in 1776 (or 1781) (the Declaration of Independence, the Battle of
Yorktown)
• Not on June 6, 1944 (D-Day)
• Not in 1989 (the fall of the Iron Curtain)
• But ‘impossible’ things happen daily.
• Note to self: These events involved multiple people.
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Some basics - 1
• Culture defined. “Culture consists of group norms of behavior and the
underlying shared [tacit] values that help keep those norms in place.” Ex:
9am.
• Culture starts where? “It usually comes from the founders of the group. For
whatever reason, they value certain things and behave in ways that seem to
help the group succeed. Success is key. So it seeps into the group’s DNA.”
• How change? “A powerful person at the top, or a large enough group from
anywhere in the organization, decides the old ways are not working...”
• http://www.forbes.com/sites/johnkotter/2012/09/27/the-key-to-changing-
organizational-culture/
• “Everything changes, nothing remains the same.” Buddha, - 2000 years.
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Some basics - 2
• “A powerful person at the top, or a large enough group
from anywhere in the organization, decides the old
ways are not working, figures out a change vision,
starts acting differently, and enlists others to act
differently. If the new actions produce better results, if
the results are communicated and celebrated, and if
they are not killed off by the old culture fighting its
rear-guard action, new norms will form and new
shared values will grow.”
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What do we want to change, really?
• Thoughts. Why? So that they will decide and act differently on small matters.
• Actions (behavior). That ‘they’ will allow agile (the big parts of it) to happen?
!
• It is (ok, only feels):
• Impossible
• Lonely
• Endless
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Some initial ideas - 1
1. “Whether you think you can or you can’t, you’re right.” Henry Ford
2. Show up.
3. Gather your ‘friends’.
4. Decide what culture means to you. Be as specific as possible.
5. Pull together some ideas about people. You’re going to discover a lot about
people. Your new BFFs. You need ideas to help talk about individuals and
groups of people.
6. Decide how you would know some useful ‘change’ had happened. (EX:
“They allow us to start a 2nd Scrum Team and fix these 3 impediments.”)
7. Define the culture you want. Incremental-ize it.
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Some initial ideas - 2
1. Map the culture. Maybe: The white hats, the gray, the black hats.
2. Decide who needs changing / fixing. Prioritize.
3. Know your enemy.
4. “Q: How do you eat an elephant? A: One spoonful at a time.”
Make a list of small ‘features.’ (Change backlog & roadmap!)
5. Fix a few people at a time. Maybe only one at a time.
6. Track progress
7. Tell success stories.
8. Expect ‘failures’. Get back in the saddle. Learn from them.
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Mind games /// sympathy
• “Some people, if they don’t already know it, you can’t
explain it to them.” Yogi Berra
• This means: Understand how they think. And explain
things in a way that suits their thinking, their basic
assumptions about....life.
• Seek first to understand, then to be understood.
(Based on the prayer of St. Francis)
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Let me be clear
• Be hard and be soft
• Be aggressive and be gentle
• Be masculine and be feminine
!
• Easy!
• No contradictions here!
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So, I brought you some friends...
• “Dante, here’s Virgil. Virgil, here’s my good friend Dante. He wants to go on a
difficult journey. Help him to find the straight path.”
• Some guides...for your journey.
!
• Yes, an interesting journey.
• Look at it this way: You’ll take
some interesting pictures and
have lots of stories to tell!
Francesca and Paolo..., Scheffer
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Bas Vodde & Geert Hofstede
• Bas is an Agile Coach & Trainer. Geert writes many books on culture, eg,
Culture’s Consequences.
• See Bas’s presentations here: http://www.odd-e.com/index.php?
page=pageIdeas
• Especially: “Scrum doesn’t work in China?”
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Dimensions
1. Power Distance. (High is ‘bad’)
2. Individualism versus Collectivism (former is ‘bad’)
3. Masculinity versus Femininity (latter is ‘good’)
4. Uncertainty Avoidance (High is ‘bad’)
5. Long-term Orientation vs Short-term (L-T is ‘good’, since it leads one to be
more adaptable)
6. Indulgence versus Restraint (Seems indulgence has more fun)
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Joe’s Conclusions
1. Cultures are complex.
2. Most people can’t explain their culture.
3. Every culture sees agile a different way.
4. Every culture in some ways supports agile.
5. Every culture in some ways rejects agile.
6. Every culture has a paradoxical, contradictory mix of elements.
7. Your job: change the balance.
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What are we talking here?
• It probably is not brain surgery with a long sword aimed at their neck.
Not a total transplant.
!
• More like opening the cranial lid, and putting you hands in -- and squishing
around in the wet stuff a bit. A tweak here, a pinch there... More subtle. But
soon you hear ‘em singing a new tune.
• Wear gloves. And wash afterward. Please. (It’s messy!)
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Side Conversation
1. You can. You really can.
Lots of stories, real stories, where people just like you did.
I believe in you.
You must believe that something is worth changing. And you must have
something to change toward. (Agile? Scrum? X?)
If you do....where there is a will, there is a way.
2. You are not alone.
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One issue: Honesty
• Reality: “Never tell the truth!”
• Lies, damn lies, and statistics.
• CYA, the blame game, ‘performance reviews’
• The amount of dishonesty in corporation is... amazing.
• Failure? No, never happened to me!
• It’s not a lie; it’s a report!
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One more time: where is culture?
• In each of the individuals, or in the group?
• Do we change one person at a time, or can we only change a ‘group’ at a
time?
• Do we think of it as a virus that spreads throughout the bodies in the group?
And the group sustains it, even as we think we eliminate the virus in one
person?
!
• Joe’s bias: Often it is best to fix one person at a time. (Start with yourself.)
• Joe’s bias: Culture is like that part of the iceberg ‘beneath the water.’
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To be successful...
• You need structures and patterns you can act on.
• But you also need to see the problem and take action within a bigger, ‘known’
context -- some meta-structure, some meta-patterns.
• We are making those visible too.
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Why? Knowledge Workers are different.
• Drive by Daniel Pink.
• Three Key Ideas:
• Autonomy - the ability to choose what and how tasks are completed
• Mastery - the process of becoming adept at an activity
• Purpose
• We have to ‘organize’ things a different way now. People will produce more...
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Mary Lynn Manns & Linda Rising
• Fearless Change (book)
• “Leading Fearless Change” (article)
• http://www.fearlesschangepatterns.com/
• A framework for thinking about change.
• 48 Patterns for change.
• Use one each day.
• Rinse and repeat.
• “Little things are big” (Yogi Berra)
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Step By Step (pattern)
• Relieve your frustration at the enormous task
of changing an organization by taking one
small step at a time toward your goal.
• You wonder what your plan should be for
introducing the new idea into your
organization.
• Use an incremental approach in the change
initiative, with short-term goals, while
keeping your long-term vision
“A journey of a thousand miles begins with a
single step.” Lao-tzu
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Fearless Change (book)
• Overview
• Experiences (real stories)
• Patterns
• Appendix
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Stephen Denning
• The Leader’s Guide to Radical Management (book)
• http://www.stevedenning.com/site/Default.aspx
• http://www.forbes.com/sites/stevedenning/2013/09/17/shift-index-2013-key-
innovation-ingredient-absent-worker-passion/
• http://www.forbes.com/sites/stevedenning/
the blog
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The Principles of Radical Management
• A shift in goal from making money for shareholders to
delighting customers through continuous innovation.
• A shift in the role of managers from controlling
individuals to enabling self-organizing teams.
• A shift in the way work is coordinated from bureaucracy
to dynamic linking.
• A shift in values from a preoccupation with efficiency to
a broader set of values that will foster continuous
innovation.
• A shift in communications from top-down commands to
horizontal communications.
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Jurgen Apello
• http://www.jurgenappelo.com/
• How To Change the World (book)
• Management 3.0 (book)
• Another guy from the Stoos group.
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ADKAR
• Awareness (of the need to change)
• Desire (to participate and support)
• Knowledge (of how to change and what change looks like)
• Ability (to implement change on a day-to-day basis)
• Reinforcement (to keep the change in place)
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Systems Thinking...
• Disturb the system (it will react in some way)
• Watch the ripples and learn
• If you change yourself, you change the system
• If you change several people, you have changed the system more
!
• Related: Use their own energy against them. You can find a leverage point to
flip them.
• Complex Adaptive Systems.
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“How do I deal with my crappy organization?”
You have 3 choices (Jurgen says):
• Ignore it
• Quit your job
• Learn about change management
Joe: I like choice #3, but it’s not easy. Doing it, I mean.
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You are in a marathon
• ...and that’s the good news
• Be patient, and you will win (if you deserve to)
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John Kotter
• http://www.kotterinternational.com/
• http://www.forbes.com/sites/johnkotter/
• A Sense of Urgency (book)
• Leading Change (book)
• Buy-In: Saving your good ideas from getting shot down (book)
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The 8 Steps (Kotter)
1. Establishing a sense of urgency (70% fail)
2. Creating the guiding coalition
3. Developing a change vision
4. Communicating the vision for buy-in
5. Empowering broad-based action
6. Generating short-term wins
7. Never letting up
8. Incorporating Changes into the Culture
Note: But it is more subtle than that.
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A Sense of Urgency (Kotter book)
• “Aim for the heart” (an experience)
• “Underlying a true sense of urgency is
a set of feelings:
a compulsive determination
to move, and win, now.”
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Israel Gat
• http://blog.cutter.com/author/israelgat/
• The Concise Executive Guide to Agile (book)
• Key lesson: Speak their language
• A rational presentation.
• Idea: Sometimes all you need is for some naysayers to shut up.
• Related: There are lots of articles that also explain the benefits of agile.
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Chapter 3: How to fit Agile into the fabric of your
company
• 3 sections:
• Heterogeneous Development Environments
• Performances Measures
• Linking Agile to Planning and Budgeting Processes
Very rational. No discussion of changing ‘culture.’ We are just rationally
changing processes.
It might work some places. Certainly his issues often must be addressed.
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Taiichi Ohno
• He is the key guy behind "Lean" (the Toyota Way)
• He changed Toyota from the late 1940's until well into the 1980's.
• He was not finished when he retired.
• Be patient.
!
• Read his books!
• He is subtle.
• He offers nothing to attack.
• He speaks common sense (usually not very common).
• He attacks them where they are weakest.
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Taiichi Ohno
• Toyota Production System (book)
• Workplace Management (book)
• “All we are doing is looking at the time line, from the moment the customer
gives us an order to the point when we collect the cash. And we are reducing
the time line by reducing the non-value adding wastes.”
• “Why not make the work easier and more interesting so that people do not
have to sweat? The Toyota style is not to create results by working hard. It is
a system that says there is no limit to people’s creativity. People don’t go to
Toyota to ‘work’, they go there to ‘think’.”
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Lessons
• Key idea:
• Argue for a while.
• Usually the other guy won't agree. (‘People don't resist change, they resist
being changed.’)
• So, agree to try an experiment (his idea or yours). And let the experiment
prove that an idea is better (in some way).
!
• Understand how Agile is like Lean.
• It is hard for any business person to resist Lean.
• If Lean ideas are in your culture, use that.
• Explain Agile in Lean terms.
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Peter Drucker
• He invented the term “knowledge worker”
• Why do you care?
• Because it changed the game.
• He wrote LOTS of books . And articles.
• “People who don't take risks generally make about two big mistakes a year.
People who do take risks generally make about two big mistakes a year.”
• “Culture eats strategy for Breakfast” -- Peter Drucker (attributed)
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Some ideas
• “The most important contribution management needs to make in the 21st
century is similarly (50x) to increase the productivity of knowledge work and
knowledge workers.”
• “The most valuable asset of a 21st-century institution (whether business or
nonbusiness) will be its knowledge workers and their productivity.”
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Six major factors determine knowledge-worker
productivity
1. Knowledge-worker productivity demands that we ask the question:
“What is the task?”
2. Knowledge Workers have to manage themselves. They have to have
autonomy.
3. Continuing innovation has to be part of the work.
4. Knowledge work requires continuous learning
5. Productivity: Quality is at least as important
6. Knowledge-worker productivity requires that the knowledge worker is both
seen and treated as an “asset” rather than a ”cost.” (6a)
7. Requires that knowledge workers want to work for the organization (6b)
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Takeuchi & Nonaka
• They wrote The New New Product Development Game (HBR-1986) - they are
the godfathers of Scrum.
• They explain the mysteries of knowledge work well.
• Use their ideas.
• Use their many books and articles.
• “The Knowledge Creating Company”. Article, also book. (hbr.com)
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Dan Mezick
• Wrote: The Culture Game. Also: The Open Agile Adoption Handbook (Oct
2013)
• Some insights:
• Culture can be hacked
• We want learning organizations
• Game your meetings
• Use a whole bunch of agile ideas to manage the culture change
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What is culture hacking?
• “Culture hacking is the active, intentional and iterative modification of existing
cultural norms...”
• “...with the intent to create a stronger culture of learning.”
• “Culture hackers are...refactoring existing cultural code...so that the overall
system displays more robust performance.”
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Agile Ideas to use in Change
1. Improve the meetings
2. Examine your norms (retrospective / feedback)
3. Be punctual
4. Structure your interactions
5. Announce your intent
6. Conduct frequent experiments
7. Manage visually
8. Inspect frequently (eg, do one ‘sprint’s’ worth of change)
9. Get coached
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Other key insights
• Don’t just ask for ‘change’; define the change you want.
• He wants: ‘high value on continuous organizational learning’
• Some similarity to “The Knowledge Creating Company”
• It is not just ‘change’ or ‘stop doing that’, but positive and clear.
• The future is not a new plateau!
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“Open Agile Adoption”
• First: Two open space events that time-box a ‘rite of passage’ toward
‘adoption’
• Purpose: A more rapid and lasting Agile adoption
• Key: Invitation, engagement, collaboration.
• Adoption ‘sprints’ within the larger time-box.
• See: OpenAgileAdoption.com
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You can!
• Yes, it will be hard and frustrating some days. All good work is.
• You can do it! Even you. With help.
• How do I know this?
• With a sense of humor, honesty, love, patience, perseverance, boldness (and
some intelligence) -- you can change the whole world.
But for now, your job is simpler.
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“The future ain’t what it used to be.”
“The game isn’t over ‘til it’s over.”
!
“Take it with a grin of salt.”
!
Yogi Berra 65
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Closing
• I will make this slide deck available.
!
• What one thing do you want to act on first?
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Joe Little
• Agile trainer and coach.
• jhlittle@kittyhawkconsulting.com
• LeanAgileTraining.com
• 704-376-8881
• Contact me if I can help.
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