1. The document provides an overview of culture change and agile methods.
2. It discusses how culture change is difficult but possible, and emphasizes influencing change through actions rather than just words.
3. The document shares perspectives on culture change from various experts and recommends focusing on changing individual behaviors incrementally.
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.
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.
How to Deal with Difficult End Users and Other CustomersDon Crawley
Learn techniques for dealing with difficult people, especially when they're your end users or clients. Learn how to handle talkative customers or dishonesst customers. Also, learn when and how to fire a customer. (Presented at IT Nation Explore 2019)
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.
As a designer, you will have to go through rough times. In this presentation, I review how you can get through those rough times by avoiding the seven deadly sins that appear in Design Hell.
How to Deal with Difficult End Users and Other CustomersDon Crawley
Learn techniques for dealing with difficult people, especially when they're your end users or clients. Learn how to handle talkative customers or dishonesst customers. Also, learn when and how to fire a customer. (Presented at IT Nation Explore 2019)
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.
As a designer, you will have to go through rough times. In this presentation, I review how you can get through those rough times by avoiding the seven deadly sins that appear in Design Hell.
Tinker Lab at Peter Mayer in New Orleans recently presented our latest TinkerShot prototype at #BarcampNola8. This ppt covers Tinkershot prototype, our process, the tech, and the code.
@TinkerPM | Tinker.peteramayer.com
In April 2015 the PCI Security Standards Council (SSC) released PCI DSS v3.1 to address threats to SSL and early TLS protocols. This presentation highlights the key implications for businesses that collect payment data and how to migrate to PCI DSS v3.1
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.
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.
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.
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
Learning Service Presentation - RMS DragonsDaniela Papi
This presentation was given by @danielapapi and @maryannby at the Rocky Mountain Seminar for educators hosted by Where There Be Dragons. It is a look at flipping volunteer travel, voluntourism, and service learning into a new light with a "learning service" mindset. This presentation was broken up by a range of interactive activities which the 50+ teachers, study abroad administrators, and other educators participated in over a long-weekend in November 2014.
Telling Your Story to Motivate Donors and Advocates for Your CauseRachel Kubicki
This presentation focuses on the importance of great story telling and also provides step by step instructions for creating your story. Included you will find examples, quotes for inspiration, and more. This is intended for board members, nonprofit executives, fundraisers and volunteers. The goal is to equip you with a strong story that attracts and motivates others to engage with your nonprofit.
Learn how to create a positive change. The world needs people who are not afraid to think for themselves and create something amazing!
This short book is about doing something to make a positive impact in somebody’s life. This book is about motivating YOU to make a difference.
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.
Slideshow from Simon Duffy's presentation to 2014 TQ21 Conference in Winchester, 16th October 2014. Talk explores the practical steps we can take to be better citizens and support each other to be citizens. It explores how service providers needs to change and become more flexible and creative.
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.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Culture & Agile & Change
“Culture eats Strategy for Breakfast”
“Could you please get those morons out of the road!”
!
TriAgile Conference
May 2014
!
Joseph Little
LeanAgileTraining.com
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About Joe Little
• An Agile Coach, a CST (Scrum Trainer) [CSM, CSPO, CSP], 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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A ‘useful’ slide deck
• Because I don’t trust pretty slide decks. So, I made this one useful (to me at
least).
• “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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Here’s the test question I will ask later — !!!
• What one thing do you want to act on immediately?
!
• BE READY.
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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?
• Change Thinking. Why? So that they will decide and act differently on small
matters.
• Change 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 allowed 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 push 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 corporations 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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List of Patterns
• See “Fearless Change Patterns” here…
http://agileconsortium.pbworks.com/w/page/1527357/Agile%20Articles
• 48 + 5 + 5 + 3 = 61.
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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 always easy to do.
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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 person 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 person 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.
• The Open Agile Adoption Handbook (Oct 2013)
• Some insights:
• Culture can be hacked
• We want learning organizations
• Game your meetings (clarify the ‘rules of the game’ re 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 places… ‘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.'
• Second: Multiple 'rites of passage', each to a new level of adoption,
productivity, success.
• Purpose: A more rapid and lasting Agile adoption. Leading to better overall
business results.
• Key: Invitation, engagement, collaboration.
• Adoption ‘sprints’ within the larger rite of passage.
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Goals
• More success for everyone.
• But we think one key cause is: Better adoption of agile by the culture.
• We think that is driven by…. (all these other things we are talking about…)
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Open Agile Adoption — Your opinions…
• What do you think so far?
• What sounds good?
• What puzzles or worries you?
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My recent learning
• It works! Or so I think so far.
• The Sponsor (person of authority) is important. Often 'the people' feel
powerless until the sponsor authorizes them to 'self-organize.'
• Self-organization can feel scary to some Sponsors. But usually less than you
expect.
• There is lots of work to 'set it up.' And you only want to influence.
• They will self-organize. They won't do it perfectly. Expect 'good things', but
nothing specific.
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RELATED: Talk to the Executives and Managers
• They need to change too.
• They need information about what Agile is.
• You need to influence they way they think.
• You need them to change their behavior!
• So, what do you say to them?
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How do you know the cultural change is
happening?
• Let’s discuss.
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Key Ideas
• Invitation
• By doing it together, they influence each other.
• By doing Open Space, they become actors in the change. They are no longer
‘being changed.’
• Watch out for influencing that is felt as ‘forcing.’
• Tell stories (before and after). Fill the story ‘field.’
• Fix impediments! Fix impediments! Fix impediments!
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Recent learnings - 2
• Are you surprised that it will take more than one Open Space event?
• It takes time for the group to change! Frustrating. But, do we think Culture is
important?
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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. And you can get 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 74
You are in ‘the
show’ now.
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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 coach and trainer (CST).
• jhlittle@kittyhawkconsulting.com
• LeanAgileTraining.com
• 704-376-8881
• Contact me if I can help.
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