How to Use your Emotions - Scrum Gathering Belgrade 2021
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Emotions. We all have them, we don't always acknowledge or like them. Surprisingly, emotions were not actually invented by some higher being to embarrass human beings: no, they evolved as an important messaging system in our brains and bodies, to help us survive and thrive. In organisations that change, emotions are key to understand safety and engagement, motivation and resistance. As leaders, we need to use our own emotions to our advantage - instead of repression or feeling overwhelmed. We also need to understand the emotions of the people around us, to help guide our own actions. Since in today's organisations, anyone is called to be a leader, this topic is essential for everyone. In this practical and engaging talk, Olaf will give you a general framework to understand and regulate emotions, as well as specific advice for those emotions that matter most in the workplace - specifically in an agile context.
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A clear sense of purpose (we know what we want).
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- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
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Wie Visualisierungen uns die Augen Öffnen OOP 2016
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"Ehrlich. Überraschend. Hoffnungsvoll,"
(Ein Zuhörer im Februar 2020 nach dem Vortrag)
Nach etwa 20 Jahren agiler Praxis frage ich mich, wie weit sind wir gekommen?
Einige Firmen scheinen eine "agile DNA" zu haben, da geht fast alles.
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Olaf wird liebevoll, unterhaltsam und schonungslos mit Euch darauf schauen, was eigentlich geht und was nicht, und wie wir die Dinge vielleicht doch noch besser machen können.
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Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships – the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don’t like?
In this talk, you’ll reflect on and decide how you want to show up and make progress – or lead towards progress – in these difficult and ambiguous times.
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What difference do you want your product to make?
What difference does you owning it make?
What kind of value do you create for the stakeholders?
How is your product making the world a better place for your grandkids?
How are you catalysing learning in your product organisation?
How do you integrate value creation, learning, and fun when developing your product?
Some of these questions have more obvious answers than others. Olaf will guide you through these and more so that you gain clarity in why you own your product the way you do - and how you may want to change it. It’s all about the difference you want to make.
Intention is everything. Ignorance may kill you.
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Movement and drive come from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working - and the only things we can rely on are relationships - with the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do we lead with (or in) tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
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Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven't gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships - the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
How do we make a difference with intention? How do lead with or in tension? How can we square the circle of working in strong relationships with people whom (or whose perspective) we don't like?
In this talk, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
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Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader. Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change? In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
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Olaf Lewitz is going to share with you some insights about the journey from an introvert engineer to an Agile Leader! According to him, everyone who is involved in software development can become an Agile Leader.
Olaf thinks that all engineers like structure, processes, predictability, and simple design. Most of today’s managers in software organisations have an engineering background. They have taken responsibility in organisations that were designed for stability and success in stable markets. Now, the conditions change. Organisations change. Business agility and leadership agility are called for. How do we make that change?
Olaf Lewitz is a speaker on the Epic stage at the 3rd Agile Serbia Conference. In his speech he will share his personal learnings and insights, his successes and failures. He will share patterns and strategies that worked for him, and tools that may help all of us deliver leadership as an Agile service.
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Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research.
When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!
Agile World - Surprisability
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Surprisability (Agile in the City)
A new version with an awareness-building, silent introduction.
“We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy.
A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others.
This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves.
Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun.
I will take you through the organisational capabilities that increase surprisability:
- a clear sense of identity (we know who we are)
- a clear sense of purpose (we know what we want)
- freedom: we are powerful beings, able to make good decisions
- agility: challenging how we do things by focusing on why we do them
- presence: letting go of anger and guilt from the past and anxiety about the future
- courage in the face of uncertainty and ambiguity
Surprisability - AgileEE 2017
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
Booster Partners: Surprisability
n the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Booster Partners - How to Liberate Organisations
What does it mean to create an agile organisation? How do we liberate ourselves from the prevalent, paternalistic paradigm of organising work?
Surprisability - Agile Prague Sept 2016
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?
Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.
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Testers have talent, intuition and skills for challenging systems, and the assumptions and expectations driving those systems.
Let's apply those skills outside software and change our organisations and change the world!
Change starts with me.
Agile Führung: Wir wissen nicht was wir tun. ALN16
Eingesprungen für einen ausgefallenen Vortrag.
Wenn wir wollen, dass Mitarbeiter Verantwortung übernehmen, muss diese jemand abgeben. Solange wir Chefs mit dem Anspruch betrachten, dass sie alles wissen, werden Unternehmen sich nicht wandeln.
Wie Visualisierungen uns die Augen Öffnen OOP 2016
Visualisierungen helfen uns, im Alltag dort hinzuschauen, wo wir sonst etwas übersehen, wir uns unsicher fühlen oder wo es wehtut. Visualisierung sehen wir alle, und gemeinsam sind wir mutiger und aufmerksamer! Warum sind Visualisierungen effektiv? Welche Tools sind für welche Situationen geeignet? Wir stellen verschiedene Werkzeuge und Tools vor, die ein gemeinsames Handlungsbewusstsein erzeugen. Wir machen uns bewusst, was gute Visualisierungen in unserem Geist bewirken. Einige davon probieren wir gleich aus.
Wir benutzen im agilen Umfeld so viele Visualisierungen und reden auch prominent von der Wichtigkeit von "Information Radiators" - wenigen ist klar, warum das eigentlich so wichtig ist. Wir sind kürzlich über die Information gestolpert, dass unser visueller Kortex (weil er evolutionär viele Millionen Jahre älter ist und die Natur Zeit zum Optimieren hatte) um Größenordnungen schneller und energiesparender im Zugriff ist als unser Sprachzentrum. Das hat uns neugierig gemacht, und wir haben uns mit der Neurobiologie von Individuen und Gruppen näher beschäftigt.
Unsere Erkenntnisse erklären, warum bestimmte agile (oder auch klassische wie Modellierung am Whiteboard) Visualisierungen hilfreich sind. Mit diesem Wissen steigt die Motivation, Visualisierungen im Alltag einzusetzen. Die Teilnehmer können diese Methoden gezielter anwenden und verbessern.
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【q/微:1954292140】文凭即可
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