This is the story of how we resolved the conflict between two teams. We implemented the intervention using a futurespective format, in an original way.
We will also explore how approaches like building alliances and GROW (Goal-Reality-Options-Will) model were applied in this context.
Learning outcomes:
- Explore the futurospective format.
- Leave with concrete ways to use the GROW model in team coaching.
- Understand the importance of building team alliances.
To clarify expectatives of each team member
To set team agreements and norms
To start a project or team with positive feeling
To build cohesion from the start
To correct possible deviations in the way of being of the group
To avoid unnecessary conflicts in the future
To rise the team level and ask to the members more commitment with the group
To agree the way of facing future discrepancies within the team
To clarify expectatives of each team member
To set team agreements and norms
To start a project or team with positive feeling
To build cohesion from the start
To correct possible deviations in the way of being of the group
To avoid unnecessary conflicts in the future
To rise the team level and ask to the members more commitment with the group
To start a project or team with positive feeling
To build cohesion from the start
To correct possible deviations in the way of being of the group
To avoid unnecessary conflicts in the future
To rise the team level and ask to the members more commitment with the group
Set the context
- Why am I here?
- Which are my expectatives?
(We put an old map to represent that long distance land we need to conquer)
(30 min)
1. Write the word Nirvana on the top right corner of the wall.
2. Everyone writes post its (5 min) (If people do not produce ideas, suggest thinking on what the do not want)
3. Each person stands up and shares her thoughts with the rest, then post its are placed on the wall (20 min, 1 min per person)
4. Each person chooses 2 post its as MUST (5 min)
5. Share the results with the people.
● We get and give feedback.
● We understand each other situations, goals and organisation.
● We know about the progress of the other team
Preparation:
[Use a drawing of a catapult for this activity, have it hidden and uncover it when introducing the catapult, for a dramatic effect]
(50 min)
El texto introductorio es chulo, quizás podríamos poner algo de él.
1- Ask the participants to divide in 3 groups (6 persons in each group) and write notes for each of the three areas (15 minutes). Each group will specify a representative to share the post its later on.
In 3 groups, answer these questions:
Questions for the groups:
Which forces do you see that could put in risk reaching nirvana? If a great storm appears in your flight, how would it be? (risks, yellow)
Which attitudes and values do you think you need to overcome the challenge? And within your fellows in this journey? (overcoming the challenge, green)
What devices/processes/practices can we put in place to make interactions between our clans, I mean teams, easier? (boosters, pink)
2- Each representative present the notes. Consider guiding the conversation by connecting related notes from the three areas. (5 minutes per representative)
Risks
● Fear to give feedback.
● Slayer discerning if a change affects IGP.
● No clear ownership.
● Scalability of Slayer interactions with other teams.
● Feedback overflow.
● Lack of communication.
● Different priorities.
● Too many meetings.
● Distractions due to non-planned tasks.
● Misunderstandings.
Overcoming the challenge
● Willingness to help.
● No fear.
● Empathy between teams (understand each other needs and challenges).
● Open mind.
● Open and humble.
● Fast and fluid.
● Fun and friendly.
● Care and craftsmanship.
● Multidisciplinary and flexible.
Boosters
● Peer to peer communication.
● Minify dependencies (more extensibility and flexibility).
● Shared inceptions.
● Beer.
● Periodic catch ups (not only between producers).
● Define comms system.
● Cross team code reviews.
● Inceptions together.
● Beers together.
● Attend to each others demos.
● Retros together.
● Share the load.
● Offsite.
3- Each group (distribute persons in 3 new groups) builds a manifesto taking in consideration the definition of Nirvana (with MUSTs), and the areas above. (10 minutes)
4- The representatives present each manifesto. (5 minutes for all of them)
1. Taking the 3 manifestos, each person gives one vote to the most important principle she considers.
After voting, the principles that have more than 2 votes will go to the common manifesto that will be written on the flipchart. (7 min)
2. Each person signs the manifesto.
Close:
What did you take from this session?
1- After looking back at what we’ve done, we learnt how to connect the futurospective with the GROW model in the context of team coaching.
G: establish the Goal → Define the Valhalla
R: describe current Reality → Catapult exercise
O: explore the Options → Building the 3 manifestos
W: establish the Will (to commit to specific action)→ Unifying in one Manifesto, signing it
2- We learnt how a problem can be seen and approached from different perspectives: sometimes we tend to focus too much on the past, instead of having a fresh and new positive view looking at the future, that’s the value that the futurespective can give us.
3- We learnt by doing the magical power of an alliance: It is a powerful tool as it creates a shared understanding and commitment, and an environment of cooperation.
1- After looking back at what we’ve done, we learnt how to connect the futurospective with the GROW model in the context of team coaching.
G: establish the Goal → Define the Valhalla
R: describe current Reality → Catapult exercise
O: explore the Options → Building the 3 manifestos
W: establish the Will (to commit to specific action)→ Unifying in one Manifesto, signing it
2- We learnt how a problem can be seen and approached from different perspectives: sometimes we tend to focus too much on the past, instead of having a fresh and new positive view looking at the future, that’s the value that the futurespective can give us.
3- We learnt by doing the magical power of an alliance: It is a powerful tool as it creates a shared understanding and commitment, and an environment of cooperation.
1- After looking back at what we’ve done, we learnt how to connect the futurospective with the GROW model in the context of team coaching.
G: establish the Goal → Define the Valhalla
R: describe current Reality → Catapult exercise
O: explore the Options → Building the 3 manifestos
W: establish the Will (to commit to specific action)→ Unifying in one Manifesto, signing it
2- We learnt how a problem can be seen and approached from different perspectives: sometimes we tend to focus too much on the past, instead of having a fresh and new positive view looking at the future, that’s the value that the futurespective can give us.
3- We learnt by doing the magical power of an alliance: It is a powerful tool as it creates a shared understanding and commitment, and an environment of cooperation.
1- After looking back at what we’ve done, we learnt how to connect the futurospective with the GROW model in the context of team coaching.
G: establish the Goal → Define the Valhalla
R: describe current Reality → Catapult exercise
O: explore the Options → Building the 3 manifestos
W: establish the Will (to commit to specific action)→ Unifying in one Manifesto, signing it
2- We learnt how a problem can be seen and approached from different perspectives: sometimes we tend to focus too much on the past, instead of having a fresh and new positive view looking at the future, that’s the value that the futurespective can give us.
3- We learnt by doing the magical power of an alliance: It is a powerful tool as it creates a shared understanding and commitment, and an environment of cooperation.
1- After looking back at what we’ve done, we learnt how to connect the futurospective with the GROW model in the context of team coaching.
G: establish the Goal → Define the Valhalla
R: describe current Reality → Catapult exercise
O: explore the Options → Building the 3 manifestos
W: establish the Will (to commit to specific action)→ Unifying in one Manifesto, signing it
2- We learnt how a problem can be seen and approached from different perspectives: sometimes we tend to focus too much on the past, instead of having a fresh and new positive view looking at the future, that’s the value that the futurespective can give us.
3- We learnt by doing the magical power of an alliance: It is a powerful tool as it creates a shared understanding and commitment, and an environment of cooperation.
1- We moved from a cold-war-like atmosphere to an open and collaborative one. As an example, the day after, a team member that didn’t use to talk to the other team asked them something (find a way to rewrite the last three words in a more elegant way).
2- We no longer experienced any conflict, although we faced some difficult situations sometimes (like fixing bugs in production), we resolved them together, not blaming at each other.
3- Both teams have been following those agreements for more than half a year. In fact, the alliance worked so well that one member has decided to move from one team to the other.
