LEADERSHIP SKILLS FOR SCALING AGILE

AGILE LEADERSHIP SKILL FOR SCALING
ORGANIZATIONAL TRANSFORMATION ROADMAP
Agile transformation at team level and then organizational level require significant leadership drive.
Leadership teams are the behind scene who drives to achieve operational excellence and achieve
organizational agility.
Below are the few factors which play critical rule inagile atscale. Agile at scale deals with multiple teams,
cut across many departments,geographies, virtualboundaries,sometimeshakes the wholeorganization
systematically. It is challenging to transformation organization to achieve agility.
In absence of all thesebelow skills scale agile will be aprocess implementationwith very minimal success
rate.
Any model we use, Large Scale Scrum (LeSS), Disciplined Agile Delivery (DAD), Scaled Agile Framework
(SAFe). Spotify, Nexus etc. we will come across below Leadership skills to achieve agility.
Key factors from leadership team are expected are below
 Systems Thinking
 Lean thinking
 Conflict resolution
 Effective Collaboration & Silos breaking
 Outstanding influencer
 Exceptional facilitation skills
 Cultural Awareness
 Persuasion
 Understanding power equation
I have list down all these points which influences to achieve scaling agile implementation at organization
level and how we can improve all these skills. Various chapters will highlight few points discussing about
all these skills.

8/7/2016 Emergent Leadership Manifesto | Chandan Lal Patary | Pulse | LinkedIn
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Emergent Leadership Manifesto
Published on June 4, 2016
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8/6/2016 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn
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Enterprise Agile Coaches are
Systems Thinker
Published on May 17, 2016
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The speed and complexity of the global business environment calls for
a new appreciation of a systemsfocused view of the world, one that
recognizes the interrelationships of people, processes, and decisions
— and designs organizational actions accordingly.
Think about this system , interdependent cards. What will happen
when one card lose its current position?
Referrence :
http://media.indiedb.com/images/articles/1/200/199446/auto/houseof

cards.jpg
As a Enterprise Agile coach , he/she always has to think big for
organizational transformation. Systems thinking help to think
efficiently.Think about scaling Agile at organization, coach will start
thinking about Whole.End to End value chain.
How to discover "Systems of Systems"? and exhibiting leadership
skill when we are in such systems.Systems thinking isn’t just for
senior executives or engineers. Everyone who works within a system
— including suppliers and line workers, designers, and marketers —
should learn how the system works, develop their creativity, and apply
that creativity to improve the system.
Systems are not easy to quantify, but we can map them.
Drawing systems maps will help leaders understand their existence
depends on being part of complex interdependent systems.
Systems Thinking?

Systems, like the human body, have parts, and the parts affect the
performance of the whole. All of the parts are interdependent.
The liver interacts with and affects other internal organs—the brain,
heart, kidneys, etc.
You can study the parts singly, but because of the interactions, it
doesn’t make much practical sense to stop there.
Understanding of the system cannot depend on analysis alone. The
key to understanding is, therefore, synthesis.
The concept of systems thinking was popularised by Peter Senge in
his book “The Fifth Discipline” where he describes system thinking
as:
“a discipline for seeing wholes. It is a framework for
seeing interrelationships rather than things, for
seeing patterns of change rather than static
snapshots.”


The systems approach is to:
• Identify a system. After all, not all things are systems. Some systems
are simple and predictable, while others are complex and dynamic.
Most human social systems are the latter.
• Explain the behavior or properties of the whole system. This focus
on the whole is the process of synthesis. Analysis looks into things
while synthesis looks out of things.
• Explain the behavior or properties of the thing to be explained in
terms of the role(s) or function(s) of the whole.

Referrence: http://www.seedsystems.net/clientuploads/Slide1.jpg
For enterprise transformation , use Systems Thinking, need to
visualize end to
end value chain to maximize the value.

Reference: http://image.slidesharecdn.com/usingrupasascaling
frameworkforscrum12270585781554779/95/usingrupasa
scalingframeworkforscrum58728.jpg?cb=1227029990
In The Search for Leadership: An Organisational
Perspective,WilliamTate, include the following:

Concentrate on the whole, and the interconnections between the
parts.
Explain things in terms of the system’s overall purpose.
Focus on the system’s purpose ahead of its processes and
procedures.
Look out for things (synthesis) more than look into things
(analysis).
Put seeing what is actually happening ahead of what needs to
happen.
Check what is going on in the organisation by personal
examination.
Don’t let shortterm pressures get in the way of understanding the
system.
Build and make use of feedback loops.
Understand complex dynamics through patterns and feedback

loops rather than causeeffect links.
Facilitate and value emergence.
Be pulled by what the customer wants; hear the customer voice.
Understand demand and respond to it (avoid providersupply
dominance)
Make continuous improvement the goal.
Encourage selfadaptation.
Consider all the players and actors, of which the organisation is
one.
Be aware of natural oscillations.
Don’t isolate strategy makers/making from the front line.
Stimulate and seek organisational learning.
Embrace the edge of chaos.

Make the most of uncertainty.
Recognize the system as a source of waste.

8/6/2016 Lean Mindset TO Improve Business Efficiency | Chandan Lal Patary | Pulse | LinkedIn
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Lean Mindset TO Improve
Business Eﬀiciency
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My Friend wants to start her own business. Looking for advice where
to start from, other than core competency, which she already has. I
prescribe her to start with Lean Thinking.
One Friend wants to start her coaching business and another one to
start play home for small kids.
Lean Thinking?
Why Lean?
Several case studies— including Harman, Intuit, and GE Healthcare—
show how the lean principles of Focus on Customers, Energize
Workers, Learn First, and Deliver Fast help companies develop
breakthrough innovations before they get blindsided by someone
else’s disruptive innovations.

Lean is a customer-focused approach that
concentrates on providing value by eliminating
waste and increasing quality.
Lean is an approach that, when adopted, provides
many benefits.
Adapt Lean Mindset?
Adopting Lean mindset will be making the customer the center of
attention by capturing a person or organization’s specifications, or
requirements, and satisfying them using valueadded processes,
operations, procedures, tools, and techniques deemed worthwhile by
the customer.

A mindset is a set of assumptions, methods, or notations held by one
or more people or groups of people that is so established that it creates
a powerful incentive within these people or groups to continue to
adopt or accept prior behaviors, choices, or tools Wikipedia
Need to change the mindset wherever applicable if it is not returning
expected result.
Top Part
Bottom part

“Lean is a mindset change”, when team members ,takes lean approach
for each tasks they executes , efficiency improves.

Every members has to think from organization business point of view,
customer and stake holder point view.
When all the members are working from looking the “big picture”
point of view, automatically we achieve lean.
Lean emphasizes understanding and meeting customer requirements
as the basic purpose of a process/ business. There is no one except the
customer, who can decide value for customer.

Start the journey with this concept and see the result.
Let us apply the same into Conference Business
Customer Discovery:
We have to create a list of participants, who they are? What they do?
Why they want to participate at our conference? Can we satisfy most

of their need? What maximum service we should be providing so that
they can keep coming to conference? All these questions has to be
brainstormed and answer appropriately. What type of topics,
discussions, and events they would like to hear, talk and share?
Specify value:
Discuss with as many participants as possible what they value about
such conference. Can we do something to maximize the value? What
unique services we are providing regarding the customer value
generation?
Make value flow continuous:
Identify the value flow and ensure theme has been designed such a
way that there are minimum waste in the flow and maximum value
comes. E.g. during Tea break some conference various poster
presentation stalls, where there are variety of option to talk, share,
learn and have fun.
Pursue Perfection:

Have we done enough check about the topics presenters will present?
Have we done enough research that these are the topics audience
wants to hear? At the end of the day, can we get wow participants
satisfaction through transparent feedback system?
Team:
Do I have empowered team to run the show? Can they coordinate
efficiently to handle the whole event? Can I add some topics at last
moment based on the customer needs and deliver as fast as possible?
Transparency:
Can I show the whole flow and last moment change if any?
Participants need to visualize the whole flow and based on the last
moment change if any, everything should be visible at display board?
Kaizen:
How can year on year I Build my expertise to run such events where
conference become more popular? My learning are adding value to the

next year conference. Customer input for improvement has been taken
care, leanings are corrected and improved.
Innovation culture:
Organization culture is innovative, fun and best place to work. No fear
of failure and team members are free to experiment ,learn and
improve? Teams are taking calculated risk and sharing learning from
each other.
Use Kano model to plan the product delivery features or services.

My friend's business is doing good if not great with application of
Lean Mindset.

8/7/2016 Building Enterprise Level Agility using Lean | Chandan Lal Patary | Pulse | LinkedIn
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Building Enterprise Level Agility
using Lean
Published on October 7, 2015
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Originally, the agile methodologies evolved to fulfill the needs of
small flexible
software teams.
The successful use of Agile Methods in largescale environments
requires a wider understanding of Agile Organizations and their
enabling factors, as well as the factors that prevent large companies
from achieving agility.
When scaling Agile Software Development in large organizations,
many people search for support from Lean Thinking, i.e., from lean
concepts, practices, and
understanding (Vilkki 2010).
Agile Methods are mostly characterized by a set of principles and
practices. Most
people refer to these principles and practices when discussing how
Agile Methods could be scaled, but these principles and practices
actually do not indicate how to scale Agile Software Development at
Enterprise level.

Vidgen and Wang (2009) propose an Agile Organizing Framework
consisting of
Enablers, Inhibitors, and Emergent Capabilities.They suggest three
Agile Principles, each one backed up by two agile team capabilities,
as follows:
– Principle 1: matching coevolutionary change rate, backed up with:
                    – coevolution of IT team and customer to create business
value, and
                    – sustainable working with rhythm.
– Principle 2: optimize selforganization, backed up with:
                    – collective mindfulness, and
                    – sharing and team learning.
– Principle 3: synchronize exploitation and exploration, backed up
with:
                    – process adaption and improvement, and
                    – product innovation.
The 4P Model,which used to transform an organization , explains that
the organization undergoing change must be able to develop and
restructure itself.This requires doubleloop learning,organization must

understand why the actors behind the process changes have reached
their list of measures that are needed.
Once we adopt 4p model organizational level transformation will
happen. Organization need to discover how to get Strategic Agility,
Organizational Agility, People Agility, Tools Agility,Organizational
culture, and the Agility of the product that is built.4P model address
all the element in a organization.It covers all the agile values and
Principles.

In largescale product development organizations it is important to
have a system wide view of the whole organization (Rand and
Eckfeld 2004).
As a Learning Organization an organization can learn from its best
practices, and find new improved ways to stretch its agility even
further.
Lean consumption, relates to trade between the consumers and
the providers and it consists of the following six principles (Womack
and
Jones, 2005):
Solve the customer’s problem completely by insuring that all the
goods and services work, and work together
Do not waste the customer’s time
Provide exactly what the customer wants
Provide what’s wanted exactly where it’s wanted

Provide what is wanted where it is wanted exactly when it is
wanted
Continually aggregate solutions to reduce the customer’s time and
hassle.
Nightingale (2009) introduces seven principles related to
Lean enterprise thinking:
Adopt a holistic approach to enterprise transformation
Identify relevant stakeholders and determine their value
proposition
Focus on enterprise effectiveness before efficiency
Address internal and external enterprise interdependencies
Ensure stability and flow both within and across the enterprise

Cultivate leadership to support and drive enterprise behaviors
Emphasize organizational learning.

In order to adopt Lean principles to software development,
translations
that take into account the nature of software engineering, have been
suggested
as follows (Poppendieck and Poppendieck, 2007):
Eliminate waste
Build quality in
Create knowledge
Defer commitment
Deliver fast

Respect people
Optimize the whole
when we start changing the thinking process at all 4P levels , scaling
will start.Lean talks about agility at organization level, end to end
cycle transformation.
Tagged in: lean thinking, lean management, agile methodologies
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8/6/2016 Changing Culture? How Can We Transform? | Chandan Lal Patary | Pulse | LinkedIn
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Changing Culture? How Can We
Transform?
Published on February 17, 2016
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What is culture ? This is the definition Schein gives :
__________________________________________________
A pattern of shared basic assumptions learned by a
group as it solved its problems of external
adaptation and internal integration (…) A product of
joint learning.
__________________________________________________

Schein divides what culture is about into three areas, of which the first
one is
obvious (and well documented in the case of Scrum):
“External Survival Issues
• Mission, strategy, goals
• Means: structure, systems, processes
• Measurement: errordetection and correction systems
Internal Integration Issues
• Common language and concepts
• Group boundaries and identity
• The nature of authority and relationships
• Allocation of rewards and status
Deeper Underlying Assumptions
• Human relationships to nature
• The nature of reality and truth
• The nature of human nature
• The nature of human relationships
• The nature of time and space
• The unknowable and uncontrollable” (Schein 2009, pp. 39–40)

As Edgar Schein and other management theorists have observed,
organizational culture may be an abstraction, but it has powerful
effects on the way organizations think and behave.

Indeed, having “the right kind of culture” – a culture that is
appropriate to the kind of enterprise in which an organization is
engaged – is widely acknowledged to be among the most
important determinants of how effective or successful the organization
will be.
Noted psychologist Edgar Schein identified five primary mechanisms
and five secondary mechanisms by which leaders change cultures.
Primary mechanisms
These are the main ways by which leaders effect cultural change
through their visible actions.
Attention
The values, beliefs, priorities, and so on of the leader appear in where
they place their attention. Followers look at what the leader is looking
at and pay close attention to their emotions. When a leader gets
particularly passionate or annoyed, then followers assume that the
subject being attended to is important.
Reactions to crises
In a crisis, people's deeper values are exposed, for example whether

they go into selfpreservation mode or whether they gallantly seek to
help others first. The higher level of emotion in crises also means that
we will remember what happens then more than at other times.
The result is that in a crisis, the leader's actions will be both
remembered and also taken to be a truer example of who they really
are.
Role modeling
People listen to leaders, and they also watch carefully what they do.
When there is a conflict between these, they will believe the leader's
actions before their words. People also assume the behavior of leaders
is what is right and will hence emulate them. How leaders behave is
how their followers will tend to behave.
Allocation of rewards
Rewards, from praise to promotion, are assumed to reflect desired
behavior as well as desired results. If a cultural change to more
collaborative behavior is desired and someone gets a bonus for
achieving outstanding result but using selfish behavior, then it will be
assumed that selfish behavior is OK. To change the culture, it would
be necessary for that person to be censured, not rewarded, for their
selfish behavior.
Criteria for selection and dismissal

Recruitment, promotion and dismissal are both critical for choosing
who does what and also extreme forms of reward and punishment.
The criteria used should consider the style and personality as well as
the technical competence of the person involved. In this way, the
cultural aspects of the organization may be included in the selection
and dismissal processes.
Secondary mechanisms
These are additional methods by which a leader may indirectly change
the culture.
Design of organizational structure
'Function follows form' is a common saying, and applies here. It has
also been said that 'First we create our organizations and then they
create us'. The hierarchical shape of any organization will have a
subtle effect on how they operate. Thus, to change the organization,
changing its structure can be highly effective.
Design of systems and procedures
The systems by which an organization is run have a wide effect on
how people think. This includes budgeting, information systems,
performance reviews and management development activities.
Deliberate design of these can ensure alignment with desired cultural

directions.
Design of facilities
The layout of offices often reflects subconsciously the values of an
organization, both in terms of the who sits near who and also in the
differentiation in benefits that individuals are given. More space,
thicker carpets, window seats, bigger desks and more are all symbols
of superiority. In some traditional organizations, there are meted out
very carefully according to management grade. In other companies,
everyone has the same sized cubicle with very little differentiation
between management levels.
Stories, legends and myths
The stories that people tell and retell in organizations typically reflect
the values and beliefs of the culture. Hence, changing the stories will
tend to change the culture. This is particularly powerful as it is spread
at the individual level and hence has grassroots support and
credibility.
Formal statements
Formal statements by the organization, although not always as
credible as grassroots whisperings, are the public face of the
organization, and hence demand attention. They also may later form
the basis of formal arguments and actions, from decisions around

allocation of resource to discipline and dismissal.
what do we do about this data( Agile fails due to culture) ?
_______________________________________________________

Tagged in: culture change
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8/6/2016 Handling Virtual Multicultural Agile Team? | Chandan Lal Patary | Pulse | LinkedIn
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Handling Virtual Multicultural
Agile Team?
Published on March 24, 2016
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Managers in virtual software team should initially understand the
national culture differences and then investigate how culture
influences the internal arrangements of these team. Such arrangements
influences strategic planning and human resource management issues
( Dafoulas and Macaulay, 2000a,b)
The main arrangement that are directly influenced from the presence
of national culture differences within the software teams are a ) team
structure b) team management c) communication between team
members d) conflict resolution
Cultural diversity can be a big challenge in a dispersed virtual team.
Virtual team leaders need to modify the effort and strategy for
building motivation and relationships. Due to the absence of closeness
and nonverbal cues, virtual team leaders need to spend more time
developing relationships [Kahai, Carroll, Jestice 2007, p. 62]
Cultural Intelligence:
In its broadest sense, cultural intelligence is the ability to interact
effectively with people from different cultural backgrounds

(Thomas & Inkson, 2009).
Possessing cultural intelligence enables individuals to recognize
cultural differences, adjust to new cultures and situations,
understand local practices, and behave appropriately and
effectively (Earley et al., 2006).
The culturally intelligent person suspends judgment until information
beyond the other person’s ethnicity becomes available (Triandis,
2006).
To be certain, cultural awareness and sensitivity are critical to
shared understanding and virtual team effectiveness.
Gibson and Cohen (2003) posits that the most distinctive feature of
global virtual teams is context, defined as a way of life and work in
a specific geographical area with its own set of business
conditions, cultural assumptions, and unique history.
Professor Geert Hofstede conducted one of the most comprehensive
studies of how values in the workplace are influenced by culture.

He defines culture as “the collective programming of the mind
distinguishing the members of one group or category of people
from others”.

______________________________________________________
Hall also introduces five dimensions as follows (Hall, 1990):
Space: Different cultures have different attitudes towards space.
Social distance or bubbles vary by culture.

Material Goods: Such goods are used for power and status.
Friendship: Interpersonal relationships vary considerably across
cultures.
Time: Linear time cultures take time and deadlines very seriously,
in a very rationalist sense. Time is structured, sequential and
linear.
Agreement: Expressing agreement and disagreement varies by
culture. In some cultures the detailed written contract is essential
to agreement, while in others a handshake is sufficient.
______________________________________________________
Cultural differences between software team members may cause
conflict and affect the team performance.
Emotionally Restrained
1. State only the facts

2. Be concise and focussed
Emotionally Expressive
1. Always share your feelings
2. Give the full story
How to manage the conflict in distributed team by knowing the
communication style?

THE DISCUSSION STYLE
The discussion style uses direct strategies for communicating about
substantive disagreements and emotionally restrained or controlled
approaches for dealing with emotional upset. This style resolves issues
through a focused, problemsolving process in which objective facts
and information are presented in a logical argument format. Clarity in
expressing one’s goals or position is important as is maintaining
emotional calm when tensions rise. This style follows the American
maxim, “Say what you mean, and mean what you say.”
THE ENGAGEMENT STYLE
The engagement style also emphasizes verbal direction in
communicating about substantive issues. Unlike the discussion style,
however, the engagement style couples this form of directness with an
emotionally expressive demeanor. This style is comfortable with
more emotionally intense dialogue and in fact participants feel that
when each party “puts their emotion on the table” the resolution of the
dispute is satisfactorily progressing. This style,because of its more
emotional expressive focus, follows the Irish proverb, “What is

nearest the
mouth is nearest the heart.”
THE ACCOMMODATION STYLE
The accommodation style uses indirect strategies for solving problems
coupled with an emotionally restrained approach. This style
emphasizes ambiguity, stories, metaphors, and use of third parties to
soften verbal confrontation between contending individuals.
Relational harmony is maintained in a tense conflict situation by
masking or controlling one’s own emotional discomfort. The
accommodation style follows the Japanese maxim, “Hear one
and understand 10.”
THE DYNAMIC STYLE
The dynamic style uses indirect messages to negotiate substantive
disagreements along with more emotionally intense and expressive
verbal and nonverbal communication. This style may use language
elements that include strategic hyperbole, repetition of one’s position,
ambiguity, stories, metaphors, and humor along with greater reliance

on third party intermediaries for resolving an escalating dispute.
Prioritization of concerns may be communicated more through the
level of emotional expression than a direct statement of what is
important and what is unimportant
Source: SOLVING PROBLEMS AND RESOLVING CONFLICT
USING THE INTERCULTURAL
CONFLICT STYLE MODEL AND INVENTORY by Mitchell R.
Hammer
National culture affects behaviour of virtual software teams.
National culture may affect team performance and the results of
software
activities.
How can we improve ?

_____________________________________________________
comment below!
Please find more post here...
Tagged in: virtual teams, cultural diversity, conflict resolution
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8/6/2016 Influence !! How to master this skill? | Chandan Lal Patary | Pulse | LinkedIn
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Influence !! How to master this
skill?
Published on September 8, 2015
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Influence , influence , influence to our boss, influence to our peers,
influence to our spouse, influence to our girlfriends/boy friends what
not!
Most of the time we are influencing others all the time, knowing or
unknowingly.

But how to do it effectively….? which can help us to build a
relationship with all the connected team members.
Influence is not some magic power only a few people have. Every
person on the planet exercises influence all the time.
Most of our energy are spends to influence. Influence is part of
nearly every communication. It occurs in virtually every human
interaction, every moment, everywhere. It is so fundamental to
leadership that there could be no leadership without it. If we
have power we are influencing if we don’t have we are
influencing max.Before anything else, getting ready is the
secret to success.
—HENRY FORD
We need to do good amount of homework, Preparation Is the Key to
Influence.
We need to read others mind and help them with what they want to get
the buy in from others.

“Some people may be uncooperative because they are too busy
elsewhere, and some because they are not really capable of helping.
Others may well have goals, values, and beliefs that are quite different
and in conflict with the manager’s and may therefore have no desire
whatsoever to help or cooperate.”
So we need to know exactly what it is and act on it to help each other.
Interests, which play critical role, ask whether your request is aligned
with the person’s interests and values. If not, then the person’s
interests would not be well served by going along with you and, in this
situation, most people most of the time will not willingly consent to be
influenced.
You may not be able to influence people the first time and in the first
way you approach them.
Influence is often a process rather than an event.
Sometimes, the influence technique we are using is not one they
respond well to. If we keep trying the same approach, we may create

greater and greater resistance. If the influence technique we are using
is not working, don't keep doing the same thing. Try something else.
Culture play significant role when we are influencing people.
What works in Mexico may not work as well in Malaysia, just as the
openness and informality typical in Australia, even in business
settings, may not be as acceptable in Germany or the Netherlands (in
fact, it could cause suspicion). Influence effectiveness depends in part
on the conventions, values, and beliefs prevalent in every culture.
People tend to assume that what they like, everyone else will like; that
what works well for them will also work for others. This is the case
because, by and large, most people believe that they are normal and
that most other people share their view of reality.
If we are observant, if we listen to other people and observe their
behavior and the environments they create for themselves, we
can discover how best to influence most people. It will build
capability over period of time and soon it will become second nature.
So consciously we need to make it a habit to build those observation

skill.
Our business has to have mutual benefit to get the effective
influence with others.
Prepare our mind, know who is our audience, know their code,
and structure a winning persuasive argument accordingly.
Let us know who, what, when, where, and why about our
message and our audience.
Master Persuaders know that information and structure are
the seeds for perfect persuasion.

Tagged in: leadership development, influence at all levels
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8/6/2016 Influence and Win the people ? | Chandan Lal Patary | Pulse | LinkedIn
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Influence and Win the people ?
Published on December 25, 2015
How to Influence and win the people through certain mechanism.
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Each Person has Unique Personality Traits.
Dr. William Marston wrote “The Emotions of Normal People” in
1928 after earning his doctorate from Harvard University. Marston
theorized that people are motivated by four intrinsic drives that direct
behavioral patterns.
He used four descriptive characteristics for behavioral tendencies
which are represented by four letters of the alphabet: D, I, S and C.
Thus the concept of “DISC” was introduced.
The DiSC model provides a common language that people can use to
better understand themselves and to adapt their behaviors with others.
Developed in 1950, DISC is one of the world's most widely utilized
and adapted models of behaviour.
DiSC profiles help us and our team:
Increase your selfknowledge: how you respond to conflict, what
motivates you, what causes you stress and how you solve

problems
Facilitate better teamwork and minimize team conflict
Develop stronger sales skills by identifying and responding to
customer styles
Manage more effectively by understanding the dispositions and
priorities of employees and team members
Become more selfknowledgeable, wellrounded and effective
leaders

DiSC stand for
D Dominance:
Person places emphasis on accomplishing results, the bottom line,
confidence

Behaviors
Sees the big picture
Can be blunt
Accepts challenges
Gets straight to the point
I Influence
Person places emphasis on influencing or persuading others, openness,
relationships
Behaviors
Shows enthusiasm
Is optimistic
Likes to collaborate
Dislikes being ignored
S Steadiness
Person places emphasis on cooperation, sincerity, dependability

Behaviors
Doesn't like to be rushed
Calm manner
Calm approach
Supportive actions
Humility
C Conscientiousness
Person places emphasis on quality and accuracy, expertise,
competency
Behaviors
Enjoys independence
Objective reasoning
Wants the details
Fears being wrong

whom you are interacting with ? D/I/S/C?
or apply Johari Window
A simple and useful tool for understanding and training selfawareness,
personal development, improving communications, interpersonal
relationships, group dynamics, team development and
intergroup relationships.
Developed by American psychologists Joseph Luft and Harry Ingham

in the
1950's, calling it 'Johari' after combining their first names, Joe and
Harry
Johari window four regions

1. Open area, open self, free area, free self, or 'the arena‘: what is
known by the person about him/herself and is also known by
others
2. Blind area, blind self, or 'blindspot‘: what is unknown by the
person about him/herself but which others know
3. Hidden area, hidden self, avoided area, avoided self or 'façade’:
what the person knows about him/herself that others do not know
4. Unknown area or unknown self: what is unknown by the person
about him/herself and is also unknown by others
Fig 1 is for a new team member, Fig 2 is for a established/old team
member.

For Fig 1 : The open free is small because others know little about the
new person   Similarly the blind area is small because others know
little about the new person   The hidden or avoided issues and feelings
are a relatively large area   The unknown area is the largest, which
might be because the person is lacking in selfknowledge or belief
For Fig 2 : The open free region is large because others know a lot
about the person that the person also knows.
Through disclosure and receiving feedback the open area has
expanded and at the same time reduced the sizes of the hidden, blind
and unknown areas

let us do some home work before we start the assignment.
Tom, Jerry and Spike also has become friend!!!
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8/6/2016 Collaboration , Are We Doing Effectively ? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/collaborationwedoingeffectivelychandanlalpatarypmpcsmcssgb?published=u 1/9
Collaboration , Are We Doing
Eﬀectively ?
Published on November 23, 2015
Edit post
Chandan Lal Patary
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Collaborate, according to the MerriamWebster Dictionary, means “to
work jointly with others or together especially in an intellectual
endeavor”.
In “Collaboration Handbook:Creating, Sustaining, and Enjoying the
Journey” (Amherst H. Wilder Foundation, 1994), Michael Winer and
Karen Ray define a continuum of increasing intensity for building
relationships and doing work.
The following table summarizes the key distinctions involved.

where “intensity” means risk, time and resources needed, opportunity
to make a positive impact, and strength of commitment.
Reference: Designing effective collaboration, Economist
Intelligence Unit,The findings of this paper focus on those
factors and attitudes that are unique to collaboration.
Key findings include:
Collaborators require creativity, expertise and engagement.

Although all work groups value competence and commitment, these
factors are valued highly in each team member involved in a
collaboration.
Mutual trust among peers is most important to collaborators.
The majority of collaborators, cooperators and coordinators demand
mutual trust among team members, and that connection is far more
important than trust in the boss or senior management.
Processes for collaborators must be rigorous, with room for
freedom.
Collaborators want processes that are rigorous, but they are also more
likely to want some freedom to adopt projectspecific processes.
Protection of proprietary knowledge is required for
collaborators.
Collaborators recognize that their work is likely to include proprietary
knowledgesharing and need guidelines to protect interests

Collaborators are more intensive users of IT
Most people need IT to keep information current and accessible, but
collaborators are more likely to need IT to support idea development
and protect those ideas.
Where context is critical, inperson communication is
preferred.
Inperson communication is still preferred in situations where context
is critical, regardless of the type of project, but email is quite
adequate for disseminating information when no immediate feedback
is needed.

Tagged in: team building, collaborative problem solving
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8/7/2016 Organizational Silos? How Agile Coach can help team to break these Silos and increase collaboration? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/organizationalsiloshowagilecoachcanhelpteamchandanlal?trk=mpreadercard 1/13
Organizational Silos? How Agile
Coach can help team to break
these Silos and increase
collaboration?
Edit post
Chandan Lal Patary

Silos may be defined as groups of employees that tend to work as
autonomous units within an organization. They show a reluctance to
integrate their efforts with employees in other functions of the
organization.
The effect has the propensity to exist throughout a Company, or
between subsidiaries within a wider corporation, resulting in division
and fragmentation of work responsibilities within the organization.
Departments and business units can fragment into even smaller silos
based on strong personal bonds, and areas of commonality that
differentiate groups of employees from the rest of their department.
Silos are a common occurrence, as they exist to a greater or lesser
extent in most companies
The Silo Mentality as defined by the Business Dictionary is a mindset
present when certain departments or sectors do not wish to share
Chandan Lal Patary
9 4 2

information with others in the same company.
This type of mentality will reduce efficiency in the overall
operation, reduce morale, and may contribute to the demise of a
productive company culture.
In most situations, silos rise up not because of what executives are
doing purposefully but rather because of what they are failing to do:
provide themselves and their employees with a compelling context for
working together.

Even the most wellmeaning, intelligent people get distracted and
confused amid the endless list of tactical and administrative details
that come their way every day.
Pulled in many directions without a compass, they pursue seemingly
worthwhile agendas under the assumption that their efforts will be in
the best interest of the organization as a whole… Silos, Politics and
Turf Wars, by Patrick Lencioni.
Customers can easily find the organizational silo barrier at work. Let
us Think about the process of buying a new car. The salesman at the
dealership sells you a car but has to rely on a computer system to tell
you if it is in stock.
The dealership’s sales department is run by a sales manager,
who has no control over how the computer system works. She
relies on another unit to keep technology running smoothly.The
salesman also needs to know how quickly he can get the car to
you. This is also not in his manager’s control. Even if the auto
manufacturer actually has a car in stock in the color and with
all the features that you want, and even if the computer

inventory program is accurate, it is up to the distribution
department, under the control of yet another manager, to get
the car to you. And if you want to finance the car, that is yet
another department—and another department the salesman and
his manager have no control over. It is only when all of these
units within the dealership operate successfully together that the
salesman is able to make you happy with the purchase of your
new car.
It comes down to each person thinking outside of themselves and his
or her own role and own function.
It requires a mindset shift towards being collaborative and
wanting to work with others to improve processes, products or
customer solutions.

These five questions will help you understand your organization's
siloing—and move beyond it:
What priorities do you or your department have that are not
aligned with another’s?
Put yourself in the place of the other silo—what would make
that silo realize that your need was a priority?
What information do you or your department have that could
be useful to others?
What information or assistance do you need from another silo
that you are not getting?

In what areas would increased collaboration and giving up
some autonomy be more beneficial for the company than
maintaining your individuality?
Reference: From How Excellent Companies Avoid Dumb Things by
Neil Smith with Patricia O’Connell.
Enterprise Agile transformation will happen when we break these
silos and increase collaboration among each other.

Agile values and principles encourage to break all types of silos.
In "Animal United" movie it shows how animals collaborate each

other by breaking the silos when the annual flood has failed to arrive
in the Delta, water has become scarce and the native animals fiercely
fight over it.They had common goal for survival.
Look into the Squad based model , how organization silos has been
collapsed to increase the delivery speed significantly..

Based on Kniberg and Anders (2012). “Scaling Agile @ Spotify”
In terms of a matrix organization, think of the vertical dimension as
the “what” and the horizontal dimension as the “how”. The matrix
structure matches the “professor and entrepreneur” model, where the
Product Owner is the “entrepreneur” or “product champion” focusing
on delivering a great product, while the Chapter Lead is the
“professor” or “competency leader” focusing on technical excellence

Love the post? Hate the post? Have other ideas?
Please leave a comment below!
Tagged in: organizational development
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8/6/2016 Managing Conflicts in Agile Team ? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/managingconflictsagileteamchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/16
Managing Conflicts in Agile Team
?
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Chandan Lal Patary
11 0 2

Most standard dictionaries define conflict as a clash between
incompatible people, ideas, or interests. These conflicts are almost
always perceived as negative experiences in our society. But when
we view conflict as a negative experience, we may be hurting our
chances of dealing with it effectively. In reality, conflicts can serve as
opportunities for personal growth if we develop and use positive,
constructive conflict resolution skills.
Conflicts among people at work happen every day and can arise
because of changes within the organization, poor communication,
values and culture
clashes, confusing work policies and practices,competition for scarce
resources, or adversarial management.
Why in Agile team , all team members need to know more about
conflict resolution model?

Developed by Michael sahota.
Agile Values and Principles highlights more and more interactions and
collaborations.
It is natural when we cut across various organizational layers , we
influences peoples expectations and ambitions and we get into
conflict.

All team members need to know how to handle conflict which will
arise as an when we progress agile journey.
Physiologically we respond to conflict in one of two ways—we want
to “get away from the conflict” or we are ready to “take on anyone
who comes our way.”
Think for a moment about when you are in conflict. Do you want to
leave or do you want to fight when a conflict presents itself?
Neither physiological response is good or bad—it’s personal response.
What is important to learn, regardless of our initial physiological
response to conflict, is that we should intentionally choose our
response to conflict.

One useful model for conflict management styles is the Thomas
Kilmann Conflict Mode Inventory (TKI).
The TKI describes five ways that people can deal with conflict:
Competing, Collaborating, Compromising, Avoiding, and
Accommodating.

These methods of handling conflict differ in whether you look more
to your own needs or to the needs of others.
Competing and collaborating are more assertive methods of
conflict management that focus on your needs and desired outcomes;
avoiding and accommodating are less assertive.

Collaborating and accommodating are more cooperative methods of
resolving the problem that focus on the needs of others;
competing and avoiding are less cooperative.
Compromising fits in the middle.
Competing Skills
• Arguing or debating
• Using rank or influence
• Asserting your opinions and feelings
• Standing your ground
• Stating your position clearly
Avoiding Skills
• Ability to withdraw
• Ability to sidestep issues
• Ability to leave things unresolved

• Sense of timing
Accommodating Skills
• Forgetting your desires
• Selflessness
• Ability to yield
• Obeying orders
Collaboration Skills
• Active listening
• Nonthreatening confrontation
• Identifying concerns
• Analyzing input
The ThomasKilmann Conflict Mode Instrument (TKI™) is the

world’s bestselling instrument for conflict resolution. The 30item,
forcedchoice inventory identifies a person’s preferred conflict
handling mode, or style, and provides detailed information about how
he or she can effectively use all five modes—competing,
collaborating, compromising, avoiding, and accommodating.
Using the TKI, individuals can learn to move beyond conflict and
focus on achieving organizational goals and business objectives.

What do we do ? to improve Negotiation?
Listen First to Investigate What the Other Side Wants:Bobby
Covie says, “There’s a saying among negotiators that whoever talks
the most during a negotiation loses.” Being the first to listen helps
establish trust. Listening also involves paying attention to what the
other side is saying.
Focus on Interests, Not Positions: professional mediator John
Heister explains, when you focus on interests, all of the disputants get

on the same side of the table and say, “We have a problem to solve.
Based on our common interests, we need to find a solution that meets
the needs of each of the stakeholders.”
Begin with a Plausible Demand or Offer:plausible demand is better
because it reflects goodfaith bargaining. Also, if a third party has to
resolve the conflict,a plausible demand or offer will receive more
sympathy than an implausible one.
Search for the Value in Differences Between the Two
Sides:Negotiation researcher and practitioner James K. Sebenius
explains that according to conventional wisdom we negotiate to
overcome the differences dividing the two sides. So we hope to find
win–win agreements by searching for common ground.
However,many sources of value in negotiation arise from differences
among the parties. The differences may suggest useful ideas for
breaking a deadlock and reaching a constructive agreement. Framed
differently, the differences might suggest what solution will work for
both sides.
Be Sensitive to International Differences in Negotiating Style:A

problem with this type of frankness and seeming impatience is that
people from other cultures may interpret such remarks as rudeness.
The adverse interpretation, in turn, may lead to a failed negotiation.
Acuff gives a case example: “It is unlikely in Mexico or Japan that the
other side is going to answer ‘yes’ or ‘no’ to any question. You will
have to discern answers to questions through the context of what is
being said rather than from the more obvious direct cues that U.S.
negotiators use.”Japanese avoid direct confrontation and prefer an
exchange of information. Russians crave combat; Koreans are team
players; Nigerians prefer the spoken word; and Indians the written
one.
Master negotiator Roger Fisher replied, “Be firm and friendly. Hard
on the problem, soft on the people. Find out what the other side
views as important and negotiate on that. Let the other side make
the deal better from its point of view, at the same time that you
gain what you are looking for.”
Improve effective Communication: A major source of personal
conflict is the misunderstanding that results from ineffective
communication. A confident tone of voice, eye contact, firm gestures,

and good posture create nonverbal messages that say, “I’m serious
about this request.” Using “I” messages can be especially helpful in
cases where you want to assert yourself in a nonthreatening manner.
Personality Clashes. There is no doubt about it: Some people just
don’t like
each other. They may have differing communication styles,
temperaments, or
attitudes. They may not be able to identify exactly what it is they
dislike about
the other person, but the bottom line is that conflicts will arise when
these people have to work together. Even people who get along well
with each other in the beginning stages of a work relationship may
begin to clash after working
together for many years.
Be Soft on People and Hard on the Problem. The goal of conflict
resolution is to solve the problem but avoid doing harm to the
relationship.
Rob Walker reviewed several of the bestselling books on negotiation,

including Getting to Yes, You Can Negotiate Anything, The
Negotiation Tool
Kit, and The Power of Nice. He discovered a few basic negotiating
tips that
recur in these popular advice books:
Stay rationally focused on the issue being negotiated.
Exhaustive preparation is more important than aggressive
argument.
Think through your alternatives.
The more options you feel you have, the better a negotiating
position you will be in.
Spend less time talking and more time listening and asking good
questions. Sometimes silence is your best response.
Let the other side make the first offer. If you are underestimating
yourself, you might make a needlessly weak opening move.

also Please read my post :https://www.linkedin.com/pulse/team
conflictwhatawaremorechandanlalpatarypmpcsmcssgb?
trk=mpreadercard
Let us Coach a team through a conflict resolution process.

comment below!
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Tagged in: team building, conflict management
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8/6/2016 Team Conflict? What to aware more? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/teamconflictwhatawaremorechandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/7
Team Conflict? What to aware
more?
Published on October 4, 2015
Edit post
Chandan Lal Patary
5 1 2

Conflict is not only endemic but, if it is constructive, desirable in
teams (Deutsch, 1973).
Most standard dictionaries define conflict as a clash between
incompatible people,ideas, or interests.

When we are in conflict, each level of the iceberg represents
something that
may influence the conflictresolution process.
It is important that we go deep enough to understand the influence of
our emotions, selfperceptions, needs, unresolved issues from the past,
and other things that exist at each level of the iceberg.
The Iceberg of Conflict helps us better understand our self and our
opponent
Constructive team conflict can be a source of excellence, quality
and creativity. At the same time we know that conflict in teams
can be interpersonally destructive and lead to poor team
performance or the break up of the team altogether (De Dreu and
van de Vliert, 1997).
A systematic review of all the research on team conflict suggested that
high
levels of any type of conflict damage team functioning (De Dreu
and

Weingart, 2003).
There are three types of conflict in teams.
Conflict about the task (e.g.,‘which new product should we
launch’);
Conflict about team processes (e.g.,‘It’s your job to do that not
mine’);
and Interpersonal conflict (e.g., ‘I think you are a rude and
irritating person!’) (De Dreu and Van Vianen, 2001;
Process conflict (‘that’s your job not mine’; ‘I have a much heavier
workload than she does’) and interpersonal conflict undermine team
effectiveness and the wellbeing of team members whatever the level
(De Dreu and Van Vianen, 2001).
All team members should take responsibility for discouraging
interpersonal conflict and ensuring that roles and responsibilities are
sufficiently clear and fair in order that process conflict is rare.

Fisher, Ury and Patton, in their classic book on negotiating, Getting to
Yes
(1999), describe four steps involved in principled or ethical
negotiation to
resolve conflicts.
First, separate the people from the problem.
Second, focus on interests not on positions.
Third, invent options for mutual gain.
Finally, insist upon objective criteria to ensure the negotiation
reaches a fair conclusion, rather than deciding the outcome by
force of will.
Tagged in: team management, leadership development
Chandan Lal Patary

8/6/2016 Facilitating Workshop ? Must to know for an Agile Coach | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/facilitatingworkshopmustknowagilecoachpatarypmpcsmcssgb?trk=mpreadercard 1/8
Facilitating Workshop ? Must to
know for an Agile Coach
Published on January 24, 2016
Edit post
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“Tell me, and I will forget. Show me, and I may remember.
Involve me, and I will understand.” Confucius 450 BC
Workshop facilitation is about helping a group to gain skills and
knowledge.
Unlike the stereotype role of a school teacher, it’s
not about being in charge. You don’t even need to be an expert

in the workshop topic (although it can often help).
The key to
good facilitation is that you and the participants are equals –
you all share responsibility to create a good learning experience.
A good facilitator will design workshops that combine learning and
information sharing with interactive tools for group work.
Facilitators know when they are successful when they look at a group
of happy, smiling faces.

The general concept of learning through experience is ancient.
Around 350 BCE, Aristotle wrote in the Nichomachean Ethics "for
the things we have to learn before we can do them, we learn by
doing them"

To be an effective facilitator we must know when to take a leadership
role, and when to be neutral and take a back seat.
This is a difficult balance to maintain!
The key to being proficient in the role is to plan and guide the

proceedings effectively, and remain focused on the group process and
outcomes, rather than specific content and opinions involved.
what should we do ?
"When people who attend experience that their presence is truly
wanted and valuable, and that their unique gifts is necessary for
the best outcome of the gathering, the possibility for authentic
engagement, leading to success, is greatly enhanced."

—The Art of Convening, by Craig and Patricia Neal with Cynthia
Wold
______________________________________________________
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8/6/2016 How to create Presentation which is Sticky? | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/howcreatemessagewhichstickychandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/9
How to create Presentation
which is Sticky?
Published on September 11, 2015
Edit post
Chandan Lal Patary
1 0 0

John F. Kennedy—a powerful presenter in his own right—once
remarked, “The only reason to give a speech is to change the
world.”
At Apple’s 2010 Worldwide Developers Conference, CEO Steve
Jobs presented the iPhone 4 to the public. AT&T had to stop
taking orders almost immediately thereafter.
Our job when presenting is to magically transform outwardly boring
subject matter into inwardly fulfilling action.
“Speakers who talk about what life has taught them
never fail to keep the attention of their listeners.”
Dale Carnegie


“It is not your customer’s job to remember you. It is
your obligation and responsibility to make sure they
don’t have the chance to forget you.”
—Patricia Fripp

—Patricia Fripp


Tell good stories to make the presentation sticky...
In November 1999, an article that appeared in the Men’s Health
featured a bizarre story about Jared Fogle.
According to the article, Fogle was an overweight student at
Indiana University who managed to lose 245 pounds on his

“Subway diet” – a diet that consisted of him eating only Subway
sandwiches.
When the management at Subway heard about this, they
decided to scrap their “7 under 6” campaign (a series of ads that
promoted the fact that Subway had 7 sandwiches with under 6
grams of fat) and to market Jared’s story instead.
The result? As soon as “Jared the Subway guy” commercials
began running, sales jumped by almost 20%.
However, after a few years of Jared’s commercials, Subway
began to remove Jared from their ads. With Jared gone, sales
began to go down. So Subway decided to bring Jared back and
sales shot back up again.
Why is it that Jared’s story was such a huge hit? Why was the
Jaredstory more successful than the “7 under 6” campaign?

The answer lies in the fact that stories are much more persuasive
than statistics. Or, as executive speech coach Patricia Fripp puts it,
“People are trained to resist a sales pitch, but no one can resist a
good story.”
It’s easy to resist the “7 Under 6” campaign, but Jared’s story is so
inspiring that we cannot help but watch it.
Stories are a powerful form of communication. They’re engaging
because they involve us emotionally, and they are memorable because
we can mentally see the story. To be successful in our communication,
we must use stories.
“Your purpose is to make your audience see what you
saw, hear what you heard, feel what you felt.
Relevant detail, couched in concrete, colorful
language, is the best way to recreate the incident as
it happened and to picture it for the audience.”
Dale Carnegi

comment below!
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8/6/2016 SelfDisclosure an Excellent tool for Increased engagement at Workshop | Chandan Lal Patary | Pulse | LinkedIn
https://www.linkedin.com/pulse/selfdisclosureexcellenttoolincreasedengagementworkshoppatary?trk=mpreadercard 1/8
Self-Disclosure an Excellent tool
for Increased engagement at
Workshop
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