Agile Coaching Exchange 25 March session with Kwasi & Suzanne.

1. PLEASE PUT NAME, CURRENT ROLE &
LOCATION IN THE CHAT

2. CURIOSITY KILLEDTHE CAT:
BUTTHAT IS WHAT
GREATTEAMS NEED
SPEAKERS:
SUZANNE DOYLE
KWASI OWUSU-ASOMANING

3. Welcome … agreements for todays Remote workshop
Camera
ON

4. …CURIOSITY
How I do the work:
Tool kits and
frameworks
What I see and believe:
Orienting philosophy &
perspective
Who I am:The ability
to be fully present and
resourceful
Ideas for next steps

5. GRAB YOUR
CURIOSITY
GLASSES

6. SECRET SELF & REFLECTION
What is it?
Our different selves that
show up in given moments.
You can look at them as
sub-personalities.
Examples
My ‘Lego builder’ self with my
children at home. Brings
creativity and solving wicked
problems to work.
How it serves us
They allow us to be
truly whole if we are in
relationship with them
and understand those
voices and what those
selves are there to
serve.
Self Reflection & Share Back in Breakout
- Who is one of the selves you never bring to work?
-What might become available to you if you brought that self to
work?
ORSC CRR UK

7. PAPER CONSTILATION
Legend:
Person
Thing/Event
Strong
Average
Teneous
Conflict
ORSC CRR UK
or

8. PAPER CONSTELLATION - IDEAS
• Coaching 1-2-1
• Coaching a team; any team including leadership teams
• Team retrospective followed up with a gallery view
NOTE:
If there’s enough safety in the team, then encourage no anonymity of the creation.
If there isn’t any safety, then anonymity helps to get all voices out.
If the system needs the safety then create one and run the constellation as to what the system needs.
ORSC CRR UK

9. SYSTEMS….WIDENYOUR LENSE
• We bring our systems with us – social creatures (family, community, team, CofP, etc).
• We can be Blind to how the systems shape our consciousness (Barry Oshry)
• Are you aware of all the different systems you belong to?
• Be curious of the systems your team are bringing with them and where the beliefs and
values are coming from.
• Ask some questions:
• What are the forces at play here?
• What are the patterns of interaction at this issue?
• Are there conflicting patterns? – in the room or systems
• There is always more than one thing going on, what happens at different scales.
• Be on the balcony and dancefloor, change the dance and experience with the new
steps or music

10. WHAT DRIVES THE DIFFERENT LEVELS?
Alchemist Creates paradoxical seizure; transforming the
world upside down
Not driven
Strategist Makes the connection live in the room, creating
conditions for transformational shift
Purpose
Individualist I can see how things are connected around here Awareness
Achiever This is were we are going. I need it solved by
tomorrow.
Goal achievement
Expert If you have a problem. I can tell you exactly how
to solve it?
Right method
Diplomat What do I need to do to get accepted around
here?
Approval
Opportunist Looking for the next deal.‘How can I win?’ Survival
Torbert’s Action Logics

11. WITHYOUR CURIOSITY GLASSES…
TEAM
• Dominant in DIPLOMAT
• Wants to belong; obeys group norms; rarely rocks the
boat.Avoids conflict at any cost. Seems to accept anything
that has come from higher up. No goal is as compelling to
them as the implicit rule against losing face.
QUESTIONS
1. What would you see or hear to know the team is
dominat in diplomat?
2. What are the limitations of Diplomat?
3. What would you do as the coach to shift the team?

12. CURIOSITY …SHIFTYOURSELF
DIPLOMAT
• Practice noticing if you have a habit of
‘stuffing it’ (disregard your own feelings)
• Our diplomate can be a mask for fear,
hurt, anger we don’t healthily express.
• Do daily check-ins
• Name the emotion
SELF AWARE
• Choose when and how to voice your
reactions to external events, and timely
action inquiry will help you decide on a
strategy, instead of unconscious strategy
deciding itself for you.

13. TEAM & CURIOSITY …
• High performing teams …. Becomes a place of arrival –
beware the tick box exercise
• Teams try to be the best team on the block (arrogance
and complacency)– sub-optimise move problems into
other teams
• Have they moved the dysfunction elsewhere in the
system
• Their team thinks their success belongs to them, when
it has been co-created and for all their stakeholders

14. WHATWE
OFFER

15. CONTACT US
KWASI OWUSU-ASOMANING
Web: https://oakagility.coach
Email: kwasi@oakagility.coach
SUZANNE DOYLE
Email: SuzannekayeDoyle@gmail.com