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Collaboration through Conflict - Orlando Code Camp March 2014

The document provides an overview of a presentation by Mark Kilby on collaboration through conflict and evolving better teams. The presentation aims to help attendees better understand the relationship between conflict and collaboration, and provide teams with tools to navigate through conflict. The agenda includes understanding different types of conflict and collaboration, discussing values and conflict, and what to do when things still go wrong with teams.

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Collaboration through Conflict Evolving Better Teams Mark Kilby March 22, 2014
Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter http://markkilby.com Linkedin.com/in/mkilby Software since 1990; Coaching since 2003
Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter http://markkilby.com Linkedin.com/in/mkilby AgileOrlando.com (founder) Lean Coffee Orlando (founder) speaker Software since 1990; Coaching since 2003
TALENT4STARTUPS.ORG • Coming soon! (targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills
3 QUESTIONS FOR YOU…
3 QUESTIONS FOR YOU… DO YOU LEAD OR COACH TEAMS?
3 QUESTIONS FOR YOU… DO YOU PRACTICE AGILE NOW? (SCRUM, XP, KANBAN, SAFE, DAD, ETC.)
Seen these results with teams?
Storm patterns
Purpose today is to… • Better understand the relationship between Conflict & Collaboration
Purpose today is to… • Better understand the relationship between Conflict & Collaboration • Give you and your teams several tools to navigate through conflict
Benefit Teams that can deliver in any conditions
Agenda 1. Understand Types of Conflict and Collaboration 2. Values & Conflict 3. When Things Still Go Wrong
Working Agreements
Working Agreements 1. Ask questions!
CONFLICT AND COLLABORATION Understand Types of
Jean Tabaka Agile Fellow Rally Software
Our point of view…
Collaboration invites Conflict Forming Storming NormingPerforming Tuckman, 1965
Collaboration invites Conflict Forming Storming NormingPerforming
We cannot avoid storms of conflict…
Christopher Moore’s “The Mediation Process: Practical Strategies for Resolving Conflict” SOURCES of Data Relationship Structural Interests Values CONFLICT Courtesy of Jean Tabaka
SOURCE of CONFLICT: DATA Data Relationship Structural Interests Values • lack of information
SOURCE of CONFLICT: DATA Data Relationship Structural Interests Values • lack of information 2 ways it shows up: 1. Day-to-day information sharing (reporting) 2. In collaboration events
Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 Day-to-Day Information Radiators
Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16
Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating?
Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update?
Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least)
Driven by other Information Radiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least) Can you see the whole system?
Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible
Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG
Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG Are you surprised by what you release?
Release Burndown 38 Sprint Burndown 96 Velocity Trend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG CONFLICT by DATA
Who facilitates meetings?
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Facilitator
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Gathering … New Requirements Sprint observations? Root causes? Ideas for improvement? Risks?
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone contributing every few minutes? (at least)
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Is everyone contributing every few minutes? (at least)
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Is everyone contributing every few minutes? (at least)
In Collaboration Events: Listing and Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Every few minutes? (at least) (if not) CONFLICT by DATA
Data Relationship Structural Interests Values SOURCE of CONFLICT: Relationship • strong emotions, misperceptions, or stereotypes
Data Relationship Structural Interests Values SOURCE of CONFLICT: Relationship • strong emotions, misperceptions, or stereotypes 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did?
Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did? Guess WHO botched the build again?
Day-to-Day Relationship Challenges Can you believe what (Dev/QA/etc.) did? Guess WHO botched the build again? Management/Business is making unreasonable requests!
Day-to-Day Relationship Challenges Can you believe what (FAVORITE SCAPEGOAT ROLE) did? Guess WHO botched the build again? ________ is making unreasonable requests! CONFLICT of RELATIONSHIP (listen for “role” labels or assumption of intent)
Day-to-Day Relationship Builders Preemptive: Working Agreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
Day-to-Day Relationship Builders Preemptive: Working Agreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
In Collaboration Events: Safety Checks Facilitator Do we all feel safe discussing this topic? Let’s check. Source of Conflict: Relationship
In Collaboration Events: Safety Checks How would you rate this meeting for what you can share? Level Description Votes 5 - Secure I feel free to discuss anything. 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. 2 - Dangerous I’ll let others bring up issues, but might chime in on some. 1 - Treacherous I’ll smile and just agree with everyone. Source of Conflict: Relationship
In Collaboration Events: Safety Checks Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X Anonymous votes Source of Conflict: Relationship
In Collaboration Events: Safety Checks How can we bring up the level of safety? Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X If any vote 3 or less… Source of Conflict: Relationship
Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation
Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation • Management, senior staff
Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someone of unequal power in the conversation • Management, senior staff 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
Day-to-Day Going to the Gemba Gemba – “the real place”
Day-to-Day Going to the Gemba Gemba – “the real place” Going to Gemba (Lean) - purposely observing how people work together to create value - Jim Womack
Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
Day-to-Day Going to the Gemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/ As a manager, … Do you mingle with your staff daily? Do you ask questions that allows everyone to observe how value is created?
Day-to-Day Powerful Questions Scenario Instead of asking… Try asking… Team has been in conversation for a while and you think they need to hear one person’s opinion. What’s your opinion? What is possible here? What is the part that is not yet clear? Team is diving into details and you think they should spend more time “envisioning” solutions. What are other options? What is here that you want to explore? What is just one more possibility? Adapted from “Powerful Questions for Agile Teams” by Lyssa Adkins
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements FacilitatorSenior Staff
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ FacilitatorSenior Staff Parking Lot Action Items Facilitator should introduce Organizing Tools at Opening
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ We should discuss XYZ now! Parking Lot Action Items Source of Conflict: Structural
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items Does XYZ meets our purpose and agenda? Source of Conflict: Structural
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it is part of the purpose and agenda, show where it will be discussed Source of Conflict: Structural
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it does not, ask to put it in the Parking Lot to check in on what the group should do with this item at the end of the meeting Source of Conflict: Structural
In Collaboration Events: Clear Purpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ In the “Close”, clear the Parking Lot by asking the group if an action needs to be taken for each item. Be sure it has an owner and due date Source of Conflict: Structural
Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy of Jean Tabaka • competition for resources; scarcity mindset
Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy of Jean Tabaka • competition for resources; scarcity mindset 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
Day-to-Day Reactions to Scarcity
Day-to-Day Reactions to Scarcity “I don’t see a problem with our resources.”
Day-to-Day “Management will not give us what we need.” Reactions to Scarcity
Day-to-Day “I can’t do better since I don’t have what I need.” Reactions to Scarcity
Day-to-Day “I just can’t seem to convince people we need this.” Reactions to Scarcity
Day-to-Day “I have to fight for my team to get what they need.” Reactions to Scarcity
Day-to-Day “This is hopeless. I’m just doing the minimum until something better comes along.” Reactions to Scarcity
Day-to-Day Reactions to Scarcity We all get “stuck” at one of these place
Day-to-Day Perceived Scarcity Anxiety about
Learning Anxiety Day-to-Day When we realize we are stuck, we have an opportunity to learn about our model of the problem
Day-to-Day “I wonder what I’m not seeing to help us get what we need?” “I wonder who I’m not considering to collaborate with on resource needs?” “I wonder how I can show a return on investing in these resources?” Learning
Day-to-Day “I wonder what I’m not seeing to help us get what we need?” Learning
Learning Anxiety “An upset is an opportunity to learn” - Christopher Avery Day-to-Day
In Collaboration Events: Making All Views Visible in a Debate Facilitator
In Collaboration Events: Making All Views Visible in a Debate Here is the way it is!!! You’re wrong!!! A B Source of Conflict: Interests
In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B Source of Conflict: Interests
In Collaboration Events: Making All Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B CONFLICT of INTERESTS
In Collaboration Events: Making All Views Visible in a Debate !!!Are you willing to work this out? A B
In Collaboration Events: Making All Views Visible in a Debate Yes Yes A B
A point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A point of view A B
A point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A B Did B describe your point of view A? Yes.
B point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B B point of view
B point of view __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B Did A describe your point of view B? Yes.
In Collaboration Events: Making All Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ !!!Is there a middle way? Both sides feel they are heard and understood
In Collaboration Events: Making All Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ Brainstorming __________________ __________________ __________________ __________________
Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lack of information • Approaches: Information Radiators equally updated, Brainstorming & Listing (facilitated) • RELATIONSHIP – strong emotions, misperceptions, or stereotypes • Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements • STRUCTURAL – someone of unequal power in conversation • Approaches: going to Gemba, powerful questions, clear purpose and agenda, working agreements, properly using Parking Lot and Action Items • INTERESTS – competition for resources; scarcity mindset • Approaches: active listening and rigorous facilitation to level playing field, Avery’s Responibility Model
VALUES & CONFLICT Understand
Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict
Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments Courtesy of Jean Tabaka
Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective?
Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? NO.
Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? Challenging ValuesNO. Why?
We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. Values of AgileManifesto.org Individuals & interactions Processes & toolsover Working product Comprehensive documentation over Customer collaboration Contract negotiationover Responding to change Following a planover
Scrum Values Commitment Focus Openness Respect Courage XP Values Feedback Simplicity Communication Respect Courage Lean Software Principles Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole
The problem with “giving” values… • They may not stick with the team
The problem with “giving” values… • We may not know what we value • They may not stick with the team
The problem with “giving” values… • We may not know what we value • They may not stick with the team • We can’t be sure if our values align with others
A (working) model of how teams evolve CORE CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com
A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose CORE
A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values CORE
A (working) model of how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values • Preferences (Working Agreements) CORE
CORE A (working) model of how teams evolve Forming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
CORE A (working) model of how teams evolve What’s in it for me? Forming Storming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
CORE A (working) model of how teams evolve What’s in it for me? What’s in it for us? (develop working agreements around values) Forming Storming Norming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
CORE A (working) model of how teams evolve What’s in it for me? What’s in it for others to have us work as a team? (amplify the Elevating Purpose for the team) Forming Storming Norming Performing See “resonant teams” on markkilby.com Drawn to the purpose of the group. What’s in it for us? (develop working agreements around values)
CORE A (working) model of how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose Many leaders can get here See “resonant teams” on markkilby.com
CORE A (working) model of how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Some leaders can get here Few get here See “resonant teams” on markkilby.com
A (working) model of how teams evolve CORE CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Many leaders can get here Few get here See “resonant teams” on markkilby.com (without this) CONFLICT of VALUES
TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM… WE NEED TO MAP OUR VALUES
MAP YOUR VALUES FIRST…
S A T I S F A C T I O N TIME 201320031993 Adapted from http://www.culturesync.net/happiness Euphoric Tragic Think back along your career A quick walk through…
S A T I S F A C T I O N TIME 201320031993 A B C D E F Adapted from http://www.culturesync.net/happiness Euphoric Tragic Map the high and low points
Event A – Values (+) Event B – Values (-) Event C – Values (+) Event D – Values (-) Event E – Values (+) Event F – Values (+) VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility New Path / Explore / Build Together Valued Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness For high & low points, what was most present or missing the most for you?
Event A - Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness What patterns do you see?
Event A - Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL VALUES CHART EXPLORING TO LEARN Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness Describe the patterns
APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL EXPLORING TO LEARN CORE VALUES For the complete instructions to map your values, go to http://www.culturesync.net/happiness
MAP TEAM VALUES Next, together ...
Express Values as Preferences CO-CREATING EXPLORING TO LEARN CORE VALUES Project: I would rather pair than work solo on a project Presentation: I would rather have exercises and Q&A than talk to a bunch of slides Administration: Repetitive work makes me numb Career: I prefer changing roles within an environment Context: Preference See http://ssrm.com/abst
Share preferences with your team: Values Constellations I prefer to pair http://tinyurl.com/l745pqo Note: Multiple ways to use this technique
Pay attention to… Who is close to center? Who is far away?
Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value)
Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?)
Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?) Develop Value-based Working Agreements
WHEN THINGS STILL GO WRONG
Learning Anxiety “An upset is an opportunity to learn” “What am I not seeing?”
1) Keep DATA visible always
1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS
1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE
1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets
1) Keep DATA visible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets 5) Map VALUES to develop working agreements
Allows you to chase the storms of conflict to evolve your teams
LIFE WITHOUT CONFRONTATION IS DIRECTIONLESS, AIMLESS, PASSIVE. WHEN UNCHALLENGED, HUMAN BEINGS TEND TO DRIFT, TO WANDER OR TO STAGNATE. CONFRONTATION IS A GIFT. DAVID AUGSBURGER
Mark Kilby Agile Coach Mark@markkilby.com @mkilby– twitter Linkedin.com/in/mkilby http://markkilby.com Learn more at AgileOrlando.com THANKS! Questions? Mar26 – Talent4Startups organization meeting Apr 07 – Using Kanban at Scale May 05 – How often are you wrong Lean Coffee Q&A sessions held every 2 weeks
TALENT4STARTUPS.ORG • Coming soon! (targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills

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Collaboration through Conflict - Orlando Code Camp March 2014

  • 1.
    Collaboration through Conflict Evolving BetterTeams Mark Kilby March 22, 2014
  • 2.
    Mark Kilby Agile Coach Mark@markkilby.com @mkilby–twitter http://markkilby.com Linkedin.com/in/mkilby Software since 1990; Coaching since 2003
  • 3.
    Mark Kilby Agile Coach Mark@markkilby.com @mkilby–twitter http://markkilby.com Linkedin.com/in/mkilby AgileOrlando.com (founder) Lean Coffee Orlando (founder) speaker Software since 1990; Coaching since 2003
  • 4.
    TALENT4STARTUPS.ORG • Coming soon!(targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills
  • 5.
  • 6.
    3 QUESTIONS FORYOU… DO YOU LEAD OR COACH TEAMS?
  • 7.
    3 QUESTIONS FORYOU… DO YOU PRACTICE AGILE NOW? (SCRUM, XP, KANBAN, SAFE, DAD, ETC.)
  • 8.
  • 9.
  • 10.
    Purpose today isto… • Better understand the relationship between Conflict & Collaboration
  • 11.
    Purpose today isto… • Better understand the relationship between Conflict & Collaboration • Give you and your teams several tools to navigate through conflict
  • 12.
    Benefit Teams that candeliver in any conditions
  • 13.
    Agenda 1. Understand Typesof Conflict and Collaboration 2. Values & Conflict 3. When Things Still Go Wrong
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
    Our point ofview…
  • 19.
  • 20.
  • 21.
    We cannot avoid stormsof conflict…
  • 24.
    Christopher Moore’s “The Mediation Process: PracticalStrategies for Resolving Conflict” SOURCES of Data Relationship Structural Interests Values CONFLICT Courtesy of Jean Tabaka
  • 25.
  • 26.
    SOURCE of CONFLICT: DATA Data Relationship Structural Interests Values • lackof information 2 ways it shows up: 1. Day-to-day information sharing (reporting) 2. In collaboration events
  • 27.
    Release Burndown 38 Sprint Burndown 96 VelocityTrend 6 6 8 5 Day-to-Day Information Radiators
  • 28.
    Driven by other InformationRadiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16
  • 29.
    Driven by other InformationRadiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating?
  • 30.
    Driven by other InformationRadiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update?
  • 31.
    Driven by other InformationRadiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least)
  • 32.
    Driven by other InformationRadiators Story Backlog Task Backlog In Process Task Done Story Done User Story User Story User Story Task Task Task Task Task Task Task Task 3 2 1 Task 8 16 2 4 8 8 4 16 8 Task 8 Task 16 Is everyone updating? Can everyone update? Daily? (at least) Can you see the whole system?
  • 33.
    Release Burndown 38 Sprint Burndown 96 VelocityTrend 6 6 8 5 If not, DATA is not truly visible
  • 34.
    Release Burndown 38 Sprint Burndown 96 VelocityTrend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG
  • 35.
    Release Burndown 38 Sprint Burndown 96 VelocityTrend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG Are you surprised by what you release?
  • 36.
    Release Burndown 38 Sprint Burndown 96 VelocityTrend 6 6 8 5 If not, DATA is not truly visible Information Radiators are WRONG CONFLICT by DATA
  • 37.
  • 38.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Facilitator
  • 39.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Gathering … New Requirements Sprint observations? Root causes? Ideas for improvement? Risks?
  • 40.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone contributing every few minutes? (at least)
  • 41.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Is everyone contributing every few minutes? (at least)
  • 42.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Is everyone contributing every few minutes? (at least)
  • 43.
    In Collaboration Events: Listingand Brainstorming Our list _________ _________ _________ _________ _________ _________ _________ _________ _________ Is everyone updating? Can everyone update? Every few minutes? (at least) (if not) CONFLICT by DATA
  • 44.
  • 45.
    Data Relationship Structural Interests Values SOURCE of CONFLICT: Relationship • strongemotions, misperceptions, or stereotypes 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
  • 46.
    Day-to-Day Relationship Challenges Can youbelieve what (Dev/QA/etc.) did?
  • 47.
    Day-to-Day Relationship Challenges Can youbelieve what (Dev/QA/etc.) did? Guess WHO botched the build again?
  • 48.
    Day-to-Day Relationship Challenges Can youbelieve what (Dev/QA/etc.) did? Guess WHO botched the build again? Management/Business is making unreasonable requests!
  • 49.
    Day-to-Day Relationship Challenges Can youbelieve what (FAVORITE SCAPEGOAT ROLE) did? Guess WHO botched the build again? ________ is making unreasonable requests! CONFLICT of RELATIONSHIP (listen for “role” labels or assumption of intent)
  • 50.
    Day-to-Day Relationship Builders Preemptive: WorkingAgreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
  • 51.
    Day-to-Day Relationship Builders Preemptive: WorkingAgreements • Who moves stories in our tracking tool? • Who owns and updates metrics? • What will be the Release calendar? Who will update it? • What are the QA Guidelines? Who will verify? How? • What feedback mechanisms will we use? When? • What are the expectations for addressing defects? Who will address them? • When are we going to update the backlog? How far out for looking ahead? • Who writes Acceptance Criteria with examples before the Sprint • Who writes Detailed tests within the sprint • What are the Agile ceremony rules and expectations? • How do we handle new risks? • How do we handle documentation and delivery? • How do we prioritize defects into the backlog? • How do we handle technical debt? • How do we monitor activities and progress?
  • 52.
    In Collaboration Events: SafetyChecks Facilitator Do we all feel safe discussing this topic? Let’s check. Source of Conflict: Relationship
  • 53.
    In Collaboration Events: SafetyChecks How would you rate this meeting for what you can share? Level Description Votes 5 - Secure I feel free to discuss anything. 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. 2 - Dangerous I’ll let others bring up issues, but might chime in on some. 1 - Treacherous I’ll smile and just agree with everyone. Source of Conflict: Relationship
  • 54.
    In Collaboration Events: SafetyChecks Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X Anonymous votes Source of Conflict: Relationship
  • 55.
    In Collaboration Events: SafetyChecks How can we bring up the level of safety? Level Description Votes 5 - Secure I feel free to discuss anything. XXX 4 - Safe I can discuss almost anything. Might be some difficult topics to raise. X 3 - Neutral I’ll discuss some things. Some will be too hard to participate in. XX 2 - Dangerous I’ll let others bring up issues, but might chime in on some. X 1 - Treacherous I’ll smile and just agree with everyone. X If any vote 3 or less… Source of Conflict: Relationship
  • 56.
  • 57.
    Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someoneof unequal power in the conversation • Management, senior staff
  • 58.
    Data Relationship Structural Interests Values SOURCE of CONFLICT: Structural • Someoneof unequal power in the conversation • Management, senior staff 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
  • 59.
    Day-to-Day Going to theGemba Gemba – “the real place”
  • 60.
    Day-to-Day Going to theGemba Gemba – “the real place” Going to Gemba (Lean) - purposely observing how people work together to create value - Jim Womack
  • 61.
    Day-to-Day Going to theGemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
  • 62.
    Day-to-Day Going to theGemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
  • 63.
    Day-to-Day Going to theGemba http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/ http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/ As a manager, … Do you mingle with your staff daily? Do you ask questions that allows everyone to observe how value is created?
  • 64.
    Day-to-Day Powerful Questions Scenario Insteadof asking… Try asking… Team has been in conversation for a while and you think they need to hear one person’s opinion. What’s your opinion? What is possible here? What is the part that is not yet clear? Team is diving into details and you think they should spend more time “envisioning” solutions. What are other options? What is here that you want to explore? What is just one more possibility? Adapted from “Powerful Questions for Agile Teams” by Lyssa Adkins
  • 65.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements FacilitatorSenior Staff
  • 66.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ FacilitatorSenior Staff Parking Lot Action Items Facilitator should introduce Organizing Tools at Opening
  • 67.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ We should discuss XYZ now! Parking Lot Action Items Source of Conflict: Structural
  • 68.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items Does XYZ meets our purpose and agenda? Source of Conflict: Structural
  • 69.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it is part of the purpose and agenda, show where it will be discussed Source of Conflict: Structural
  • 71.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ If it does not, ask to put it in the Parking Lot to check in on what the group should do with this item at the end of the meeting Source of Conflict: Structural
  • 72.
    In Collaboration Events: ClearPurpose, Agenda, & Working Agreements Agenda 1. Open 2. ______ 3. ______ 4. ______ 5. ______ 6. ______ 7. Close Working Agreements 1. ______ 2. ______ 3. ______ Purpose To decide/plan/learn/ evaluate ___________ Parking Lot Action Items XYZ In the “Close”, clear the Parking Lot by asking the group if an action needs to be taken for each item. Be sure it has an owner and due date Source of Conflict: Structural
  • 73.
    Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy ofJean Tabaka • competition for resources; scarcity mindset
  • 74.
    Data Relationship Structural Interests Values SOURCE of CONFLICT: Interests Courtesy ofJean Tabaka • competition for resources; scarcity mindset 2 ways it shows up: 1. Day-to-day interactions 2. In collaboration events
  • 75.
  • 76.
    Day-to-Day Reactions to Scarcity “I don’tsee a problem with our resources.”
  • 77.
    Day-to-Day “Management will notgive us what we need.” Reactions to Scarcity
  • 78.
    Day-to-Day “I can’t dobetter since I don’t have what I need.” Reactions to Scarcity
  • 79.
    Day-to-Day “I just can’tseem to convince people we need this.” Reactions to Scarcity
  • 80.
    Day-to-Day “I have tofight for my team to get what they need.” Reactions to Scarcity
  • 81.
    Day-to-Day “This is hopeless.I’m just doing the minimum until something better comes along.” Reactions to Scarcity
  • 82.
    Day-to-Day Reactions to Scarcity We allget “stuck” at one of these place
  • 83.
  • 84.
    Learning Anxiety Day-to-Day When we realizewe are stuck, we have an opportunity to learn about our model of the problem
  • 85.
    Day-to-Day “I wonder whatI’m not seeing to help us get what we need?” “I wonder who I’m not considering to collaborate with on resource needs?” “I wonder how I can show a return on investing in these resources?” Learning
  • 86.
    Day-to-Day “I wonder whatI’m not seeing to help us get what we need?” Learning
  • 87.
    Learning Anxiety “An upset isan opportunity to learn” - Christopher Avery Day-to-Day
  • 88.
    In Collaboration Events: MakingAll Views Visible in a Debate Facilitator
  • 89.
    In Collaboration Events: MakingAll Views Visible in a Debate Here is the way it is!!! You’re wrong!!! A B Source of Conflict: Interests
  • 90.
    In Collaboration Events: MakingAll Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B Source of Conflict: Interests
  • 91.
    In Collaboration Events: MakingAll Views Visible in a Debate !!! !!! !!! !!! !!! !!! A B CONFLICT of INTERESTS
  • 92.
    In Collaboration Events: MakingAll Views Visible in a Debate !!!Are you willing to work this out? A B
  • 93.
    In Collaboration Events: MakingAll Views Visible in a Debate Yes Yes A B
  • 94.
    A point ofview __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A point of view A B
  • 95.
    A point ofview __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A B Did B describe your point of view A? Yes.
  • 96.
    B point ofview __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B B point of view
  • 97.
    B point ofview __________________ __________________ __________________ __________________ In Collaboration Events: Making All Views Visible in a Debate A Point of View __________________ __________________ __________________ __________________ A B Did A describe your point of view B? Yes.
  • 98.
    In Collaboration Events: MakingAll Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ !!!Is there a middle way? Both sides feel they are heard and understood
  • 99.
    In Collaboration Events: MakingAll Views Visible in a Debate A B B point of view __________________ __________________ __________________ __________________ A Point of View __________________ __________________ __________________ __________________ Brainstorming __________________ __________________ __________________ __________________
  • 100.
    Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lackof information • Approaches: Information Radiators equally updated, Brainstorming & Listing (facilitated) • RELATIONSHIP – strong emotions, misperceptions, or stereotypes • Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements • STRUCTURAL – someone of unequal power in conversation • Approaches: going to Gemba, powerful questions, clear purpose and agenda, working agreements, properly using Parking Lot and Action Items • INTERESTS – competition for resources; scarcity mindset • Approaches: active listening and rigorous facilitation to level playing field, Avery’s Responibility Model
  • 101.
  • 102.
  • 103.
    Values Data Relationship Structural Interests Values CONFLICT • Most challengingform of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments Courtesy of Jean Tabaka
  • 104.
    Values Data Relationship Structural Interests Values CONFLICT • Most challengingform of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective?
  • 105.
    Values Data Relationship Structural Interests Values CONFLICT • Most challengingform of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? NO.
  • 106.
    Values Data Relationship Structural Interests Values CONFLICT • Most challengingform of conflict • Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments • Are they always effective? Challenging ValuesNO. Why?
  • 107.
    We are uncoveringbetter ways of developing products by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. Values of AgileManifesto.org Individuals & interactions Processes & toolsover Working product Comprehensive documentation over Customer collaboration Contract negotiationover Responding to change Following a planover
  • 108.
    Scrum Values Commitment Focus Openness Respect Courage XP Values Feedback Simplicity Communication Respect Courage LeanSoftware Principles Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole
  • 109.
    The problem with“giving” values… • They may not stick with the team
  • 110.
    The problem with“giving” values… • We may not know what we value • They may not stick with the team
  • 111.
    The problem with“giving” values… • We may not know what we value • They may not stick with the team • We can’t be sure if our values align with others
  • 112.
    A (working) modelof how teams evolve CORE CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com
  • 113.
    A (working) modelof how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose CORE
  • 114.
    A (working) modelof how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values CORE
  • 115.
    A (working) modelof how teams evolve CORE is “what binds the group together” and can include: See “resonant teams” on markkilby.com • Elevating Purpose • Collective Values • Preferences (Working Agreements) CORE
  • 116.
    CORE A (working) modelof how teams evolve Forming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
  • 117.
    CORE A (working) modelof how teams evolve What’s in it for me? Forming Storming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
  • 118.
    CORE A (working) modelof how teams evolve What’s in it for me? What’s in it for us? (develop working agreements around values) Forming Storming Norming See “resonant teams” on markkilby.com Drawn to the purpose of the group.
  • 119.
    CORE A (working) modelof how teams evolve What’s in it for me? What’s in it for others to have us work as a team? (amplify the Elevating Purpose for the team) Forming Storming Norming Performing See “resonant teams” on markkilby.com Drawn to the purpose of the group. What’s in it for us? (develop working agreements around values)
  • 120.
    CORE A (working) modelof how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose Many leaders can get here See “resonant teams” on markkilby.com
  • 121.
    CORE A (working) modelof how teams evolve CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Some leaders can get here Few get here See “resonant teams” on markkilby.com
  • 122.
    A (working) modelof how teams evolve CORE CORE is “what binds the group together” and can include: • Elevating Purpose • Collective Values • Preferences (Working Agreements) Many leaders can get here Few get here See “resonant teams” on markkilby.com (without this) CONFLICT of VALUES
  • 123.
    TO ANTICIPATE THE“BIG STORMS” WITHIN THE TEAM… WE NEED TO MAP OUR VALUES
  • 124.
  • 125.
  • 126.
  • 127.
    Event A –Values (+) Event B – Values (-) Event C – Values (+) Event D – Values (-) Event E – Values (+) Event F – Values (+) VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility New Path / Explore / Build Together Valued Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness For high & low points, what was most present or missing the most for you?
  • 128.
    Event A -Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values VALUES CHART Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness What patterns do you see?
  • 129.
    Event A -Values Event B - Values Event C - Values Event D - Values Event E - Values Event F - Values APPRECIATED FOR SERVING CO-CREATING TRUST IN RISK RESPECTING ALL VALUES CHART EXPLORING TO LEARN Referred / Trust Explore Proving Self Loyalty / Trust Humility Respect Valued Build Together Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness Describe the patterns
  • 130.
    APPRECIATED FOR SERVING CO-CREATING TRUSTIN RISK RESPECTING ALL EXPLORING TO LEARN CORE VALUES For the complete instructions to map your values, go to http://www.culturesync.net/happiness
  • 131.
  • 132.
    Express Values asPreferences CO-CREATING EXPLORING TO LEARN CORE VALUES Project: I would rather pair than work solo on a project Presentation: I would rather have exercises and Q&A than talk to a bunch of slides Administration: Repetitive work makes me numb Career: I prefer changing roles within an environment Context: Preference See http://ssrm.com/abst
  • 133.
    Share preferences withyour team: Values Constellations I prefer to pair http://tinyurl.com/l745pqo Note: Multiple ways to use this technique
  • 134.
    Pay attention to… Whois close to center? Who is far away?
  • 135.
    Pay attention to… Whois close to center? Who is far away? When does the team “come together”? (Shared Value)
  • 136.
    Pay attention to… Whois close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?)
  • 137.
    Pay attention to… Whois close to center? Who is far away? When does the team “come together”? (Shared Value) When does the team “spread out”? (Potential conflict?) Develop Value-based Working Agreements
  • 138.
  • 139.
    Learning Anxiety “An upset isan opportunity to learn” “What am I not seeing?”
  • 140.
    1) Keep DATAvisible always
  • 141.
    1) Keep DATAvisible always 2) Develop cross-functionality & check safety in RELATIONSHIPS
  • 142.
    1) Keep DATAvisible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE
  • 143.
    1) Keep DATAvisible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets
  • 144.
    1) Keep DATAvisible always 2) Develop cross-functionality & check safety in RELATIONSHIPS 3) Go to the gemba, ask powerful questions, and use good facilitation to level STRUCTURE 4) Keep all INTERESTS visible and explore upsets as opportunities to learn about scarcity mindsets 5) Map VALUES to develop working agreements
  • 145.
    Allows you to chasethe storms of conflict to evolve your teams
  • 146.
    LIFE WITHOUT CONFRONTATIONIS DIRECTIONLESS, AIMLESS, PASSIVE. WHEN UNCHALLENGED, HUMAN BEINGS TEND TO DRIFT, TO WANDER OR TO STAGNATE. CONFRONTATION IS A GIFT. DAVID AUGSBURGER
  • 147.
    Mark Kilby Agile Coach Mark@markkilby.com @mkilby–twitter Linkedin.com/in/mkilby http://markkilby.com Learn more at AgileOrlando.com THANKS! Questions? Mar26 – Talent4Startups organization meeting Apr 07 – Using Kanban at Scale May 05 – How often are you wrong Lean Coffee Q&A sessions held every 2 weeks
  • 148.
    TALENT4STARTUPS.ORG • Coming soon!(targeting May 2014) • Exciting addition to Orlando tech scene • Talent4Startups is a matching service for: • Innovative but under-funded startups • Driven, but under-experienced people looking to grow their skills

Editor's Notes

  • #9 Do some of your team results look like this? Do you find that sometimes teams implode due to “unexplainable” circumstances? This is a photo from the results of a hurricane that struck Galveston, TX in 1900. In these days, hurricanes were equally unexplainable. You could only clean up the damage afterwards.
  • #10 These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
  • #17 Let’s discuss the relationship between conflict and collaboration
  • #19 We’ve had several conversations on this and our point of view is…
  • #20 You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • #21 But in order to go from Storming to Norming and then Performing, the teams must have constructive conflict
  • #25 Jean introduced me to another interesting book on conflict and shared some of her insights on how facilitation can be used.
  • #101 Let’s review
  • #103 Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • #104 Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • #105 Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • #106 Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • #107 Values – PRIORITIES, GROUPING, Working Agreements about no judgments. With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
  • #108 Many people start their agile journey learning about the values and principles of the Agile Manifesto
  • #109 Different agile/lean methodologies talk about different values and principles. These help guide teams and organizations on what to change and when.But do they stick? Do teams and organizations really embrace them?
  • #110 Better to find out what you value first
  • #111 Better to find out what you value first
  • #112 Better to find out what you value first
  • #113 What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • #114 What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • #115 What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • #116 What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
  • #117 As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • #118 As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • #119 As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • #120 As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
  • #121 It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • #122 It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • #123 It starts with making the collective values visible and developing working agreements from these values for where the team is now.
  • #125 So let me do a VERY QUICK WALK THROUGH of one exercise to map your values. It’s called the Mountains and Valleys exercise from the book Tribal Leadership. Lyssa Adkins describes a similar exercise called “Journey lines” in her book Coaching Agile Teams. Mountains and Valleys goes a bit further. There are many other ways to do this, but I find this one very straightforward for most people.
  • #126 Consider a timeline of your life. The vertical access would measure how satisfied you were with certain events in your life.
  • #127 Then you want to label each event.
  • #128 For the negative events, what was missing the most? Again, try to use phrases instead of single words.
  • #129 You may even want to sit with someone you trust and have them ask open powerful questions as to what was going on. 5 Whys can work here as well. You will likely come up with more values for each event. Then try to identify what patterns you are seeing across the different events.
  • #130 Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • #131 Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
  • #140 People will still blow up at times. Maybe even you will. You have to show it’s ok to “fail” and that it’s an opportunity to learn. In the Responsibility Process, Christopher Avery describes how “lay blame”, “justify”, “shame”, “obligation” and “quit” are all natural responses, but none of them allow us to learn what is truly going on. They are coping mechanisms. Only until we recognize these states and give them up do we finally see true options to solve the problem.
  • #141 Actions to take in taking a team to the “next level”
  • #142 Actions to take in taking a team to the “next level”
  • #143 Actions to take in taking a team to the “next level”
  • #144 Actions to take in taking a team to the “next level”
  • #145 Actions to take in taking a team to the “next level”