The document discusses organizational agility, emphasizing the importance of an agile mindset characterized by adaptability, collaboration, and resilience. It outlines design thinking as a method for fostering innovation and human-centric practices within organizations. Additionally, it addresses emotional contagion in teams and strategies for implementing agile practices to enhance team dynamics and organizational culture.

1. LENA ROSS
JUNE 2017 1
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4. Agile as an organisational capability
4
PRACTICE
M I N D S E T
B E H A V I O U R S
How you
think
How you
act
What you
do & deliver
O R G A N I S A T I O N A L
A G I L I T Y
 Lena Ross, 2016
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5. www.lenaross.com.au 5
context
Org
agility
mindset
behaviours
Making it
happen
Getting on
the same
page
practices
roadmap#LASTconf
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7. AGILE With a big A…or not?
7
A
a
TO B E
Adaptive
Flexible
Nimble
Faster
TH E F R A M EW O R K
We know as
the
Agile
Manifesto
big
little
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8. Organisational agility
. . .The capacity to identify
and capture opportunities
more quickly than rivals do.
That’s agile with a little
8
a
Source; McKinsey Quarterly December 2009
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10. Power is changing
Old power new power
currency current
Made by many
Held by a few
Pulled in
Pushed down
shared
commanded
closed
transaction
open
relationship
Source: Jeremy Heimans’ TED Talk ‘What new power looks like’
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12. THE AGILE mindset
DEFINED AS A CAPABILITY
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Demonstrates ability to
recognise failures and
challenges as opportunities for
learning and improvement,
along with resilience to evolve
and adapt to meet changing
requirements.
Lena Ross
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13. How you think
13
DESIGN
THINKING
OPEN TO
NEW IDEAS
BEGINNER’S
MINDSET
Deep engagement
& empathy
AMBIGUITY &
UNCERTAINTY
Moving within
the unknown
unknowns
Growth
mindset
Personal
resilience &
curiosity
 Lena Ross, 2016
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14. Fixed vs growth mindset
Manifests at an early age
Drives our behaviour
Impacts capacity for our professional and personal enrichment
Source: Dweck, C. Mindset: The new psychology of success
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15. FIXED
Intelligence is static
• Avoids challenges
• Gives up easily
• Sees effort as fruitless
• Ignores useful feedback
• Easily threatened by others
GROWTH
Intelligence can be developed
• Embraces challenges
• Persists in obstacles
• Sees effort as necessary
• Learns from feedback
• Inspired by others’ success
Source: Dweck, C. Mindset: The new psychology of success
Fixed vs growth mindset
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16. Assume a beginner’s mindset
Source: Bootleg Bootcamp, d.school Institute of Design at Stanford, page 6
Your assumptions and experience can get in the way and restrict empathy.
Assume a beginner’s mindset to put aside biases.
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17. Design thinking
17
ideate
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18. 18
Defining
design
thinking
Defining
design
thinking

19. Stanford’s Institute of Design, called d.school, has
developed a design thinking process in five iterative steps.
Design thinking helps us
create a
human-centric culture of
innovation and transform
insights into experiments that
potentially become
actionable ideas.
Design thinking
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EMPATHISE
DEFINE
SOURCE: The d.school – Institute of Design at Stanford
PROTOTYPE
TEST
IDEATE
Point of view
discovery brainstorm Make it
pilot
Observe
Engage
immerse
Challenge
Expected
solutions
Narrow
Ideas
Refine it
Low res
artefact
Based on
user needs
DESIGN THINKING
Persona
Empathy map
Journeymap
Current state
Explore ideas
for approach
Journeymap
Future state
ROLE PLAY
BODYSTORMING
Play it back
to new users
The five
steps
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21. Interactions with your product or service
User journey map
P H A S E S I n t h e C U R R E N T e n v i ro n m e n t
WHAT ARE THEY
D O I N G
T H I N K I N G
F E E L I N G
OPPORTUNITY
P h a s e 1 P h a s e 2 P h a s e 3 P h a s e 4 F i n a l
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22. 22
DESIGN THINKING
Aligns with agile practices
Early, deep engagement
iterative
Experiment approach
Transparent
People centric
show don’t tell
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23. Fail fast…learn fast
A person who never made a mistake
never tried anything new.
Albert Einstein
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26. Agile behaviours
How you act
The agile individual collaboration
Dealing with ambiguity
adaptable
Growth mindset
honest
Open to feedback
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27. Agile team core values
How you act
communication
transparency
honesty
Incremental effort
Incremental learning feedback
Willing to work outside own expertise
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28. The ripple effect
Emotional contagion
is the transfer of moods or emotions among people in a group
The original purpose of emotion was to keep you alive
Studies have shown evidence of mood convergence
Consider the impact on the culture in your team
Emotional contagion can take your whole team down
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29.  Emotions in the workplace
DO MATTER
 POSITIVE OR NEGATIVE –
impacts others
 Can be as instant as when
someone walks in the room
Consider the impact on the
culture in your team
Emotional contagion can take down your whole team
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The ripple effect: emotional contagion
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30.  Labelling
 Empathy AND awareness
 Change the pattern of your
response - consciously
 Smile
Empathy and self awareness are critical
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INNOCULATION
The ripple effect: emotional contagion
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31. Will/skill matrix
Hire for will and skill
Source: Landsberg, M. (1996), The tao of coaching
51
S K I L L
WILL
L O W H I G H
COACH
HIGH WILL, LOW SKILL
EXIT
LOW SKILL, LOW WILL
DELEGATE
HIGH WILL, HIGH SKILL
MOTIVATE
HIGH SKILL, LOW WILL
L O W
H I G H
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32. THE FISH
An old proverb

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S ta nd u p s
K a n ba n
P i xa r s t y le
Ca p t uri ng l e ssons
l e a rned
Fu t u re - spective
D ro p I n s
T h i nkubator
De ep e ngagement
L e an C o f f ee
C O - CREATIO N
S TO RY T ELLING
R ET ROS PECTIVE
W O R K ING O U T LO U D
T E AM P R A CTICES
A p p roaches
C h a nge CA N VAS
C O M MU NICAT IONS
Using Agile practices to hack the culture
lenaross.com.au
What you
DO and deliver
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35. 35
Using Agile practices to hack the culture
lenaross.com.au
What you
DO and deliver
Stand up
meeting
kanban
retrospective
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36. My personal kanban
36
W h a t I a m
D O I N G
N OW
W h a t I
P L A N TO
D O
W h a t I ’ ve
A L R EADY
T R I E D
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37. The Futurespective
 A twist on the retrospective
 At the start – helps teams figure out how to do their work
 Imagine what could fail.
 What does it look like?
 How could we do to avoid it?
 Imagine your goal has been reached.
 What does it look like?
 What helped us get there?
 What things made it hard for us to reach our goals?
Source: www.benlinders.com – How futurespectives help teams reach their goals (blog)
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38. What does it
look like?
What helped? What got in the
way?
Designed by Lena Ross, based on blog content found at www,benlinders.com
Imagine we have reached our goal
The futurespective session
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39. WORKING
OUT LOUD
VISUAL
MANAGEMENT
ESNs
Enterprise
Social
Networks
Channels for co-creation
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40. Once there was Every day Then one day Because of that Until finally
And because of
that
THE CURRENT
STATE, OFTEN
THE STATE THAT
NEEDS TO
CHANGE
WHAT’S
GOING ON
IN THIS
STATE?
DESCRIBE
ANY
CONFLICT,
CHALLENGE,
ISSUES,
PAIN POINTS
OR
PROBLEMS
SOMETHING
HAPPENED!
MAKE IT
PERSONAL
– PROVIDE
NAMES &
DESCRIBE
EMOTIONS
SO WHAT
ARE WE
DOING
ABOUT IT
NOW?
WHAT
DOES THE
FUTURE
LOOK
LIKE?
DEFNE
THE
SOLUTION
TO THE
PROBLEM
AND THIS
IS HOW
WE ARE
DOING IT
DON’T
FORGET
TO
MENTION
THE
BENEFITS!
WHAT’S
NOT
GOING ON
IN THIS
STATE
THAT
SHOULD
BE?
The pixar formula
To structure your story
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Making change stick
The key elements
M O D E L
I T
R E C R U I T
I T
R E WA R D
I T
R E I N F O RC E
I T
I N D I V I D U A L T E A M O R G A N I S A T I O N
 Lena Ross, 2016
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43. 43lenaross.com.au
One of the best
resources
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