At the opening session of Agile Consortium Belgium online conference 2021, I created a space for connection and interaction, facilitating with Liberating Structures Impromptu Networking, Appreciative Interview, and 25/10 Crowdsourcing.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
As an Agilist you might have heard about different people talking about LS (Liberating Structures) in different juncture. and explore more about this in the meet up. Most importantly let's burst the myths around Scrum + Liberating Structures
Making waves around the world, Liberating Structures (LS) productively and playfully disrupt conventional patterns in how we work together. Liberate yourself from deadly boring meetings, someone else’s “best practices,” wondering why people don’t speak up, strategic planning that is anything BUT strategic and group process that feels like drudgery.
Inspired by complexity science and developed by Henri Lipmanowicz and Keith McCandless, LS is a repertoire of 33+ simple methods that introduce tiny shifts in the way we meet, plan, decide and relate to one another.
Come engage, reengage or dive deeper into these easy-to-learn microstructures that quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
As an Agilist you might have heard about different people talking about LS (Liberating Structures) in different juncture. and explore more about this in the meet up. Most importantly let's burst the myths around Scrum + Liberating Structures
Making waves around the world, Liberating Structures (LS) productively and playfully disrupt conventional patterns in how we work together. Liberate yourself from deadly boring meetings, someone else’s “best practices,” wondering why people don’t speak up, strategic planning that is anything BUT strategic and group process that feels like drudgery.
Inspired by complexity science and developed by Henri Lipmanowicz and Keith McCandless, LS is a repertoire of 33+ simple methods that introduce tiny shifts in the way we meet, plan, decide and relate to one another.
Come engage, reengage or dive deeper into these easy-to-learn microstructures that quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone.
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
A guide to running virtual workshops for strategy development, proposition and customer experience design
To find out more contact Anna Miley, Partner at The Foundation
amiley@the-foundation.com
Appreciative interviews and other Liberating Structures - XP DaysFrederic Vandaele
When we are looking for improvement, we generally start by looking at what's going wrong. This 'fix it' approach has some weakness even though it could produce some results. In addition, this approach doesn't drive any motivation nor positive energy for people that are participating to this exercise.
Appreciative Interviews, as one of the liberating Structure, is based on a paradigm shift. The idea is that instead of focusing on what's going wrong, we choose to focus on what's already good about the individual, team or organisation and seek out how to amplify it.
Kyiv Project Management Day 2017 Spring
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Анна Мамаєва «Retrospective: Total Recall»
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Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Presentation of 1-day training in the Management Masters School. Introduction to the Meeting Facilitation: Basic techniques, Roles and Skills of Facilitator, Practical Sessions
Instructor: Vadim Nareyko
Slides from a 1 hour conference workshop at Lean Agile Exchange 2020 conference by Suzanne Morrison and Caroline McDowall. Learn some tips and techniques to make your online meetings more inclusive and engaging.
Meetings are a key driver (and drain) of productivity and effectiveness for any project. Effective meetings accelerate work, achieve buy-in and consensus, ensure consistent communication, and get results. Ineffective meetings waste time, pull key resources from important tasks, create confusion, and stifle progress.
In this session, project managers are introduced to key techniques from Accelerated Facilitation, a structured methodology to deliver highly interactive, streamlined meetings that generate high levels of participant productivity, collaboration, consensus and buy-in. Using these techniques, PMs will be able to get more done in less time and reach clear consensus on decisions and priorities.
Attendees were introduced to each technique, then applied the techniques in a small group.
Topics
1. Accelerated Facilitation Overview
2. Idea Generation
3. Prioritization
4. Risk/Performance Assessment
5. Incorporating Accelerated Facilitation into Project Meetings
This booklet covers Step 1 Capturing Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to capture information effectively.
Similar to Online interactions using Liberating Structures (20)
A short talk on personal leadership, with my view on it. Referring to Personal Agility and The Responsibility Process. A first draft of the personal agility manifesto.
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
We often hear about the Product Owner’s role, about how they actually own the vision and the product.
What kind of anti-patterns do you know in the Product Owner role? What skills are required to become a great Product Owner? What roles & positions (stances) do you take a Product Owner? In this interactive workshop you’ll also learn about a leadership model which we use to explore different stances of a role.
Liberating Structures introduce tiny shifts in the way we meet, plan, decide and relate to one another. They put the innovative power once reserved for experts only in hands of everyone.
"Liberating Structures" are facilitation techniques and micro-structures for interaction and conversation - “including and unleashing everyone”. For more insights, you can have a look at http://www.liberatingstructures.be
Scrum Day Europe 2017
Even with great development teams, we sometimes produce mediocre products. Those products might be of excellent technical quality, but do those products solve actual customers’ needs? So what’s worthwhile? Although we try to leave the views of the industrial age behind, and we embrace an Agile paradigm, Scrum is quite often simply applied to manage software development as a linear manufacturing pipeline. Request in, feature out.
Hence the question how we can augment from ‘good’ to ‘great’ products? A product or service with an impact. A product that makes a difference in people’s lives. We look at conditions necessary to be able to create products with impact. We discuss what kind of thinking is necessary. We look at some tactics, tools and techniques possible to utilize and adopt within a Scrum context. You will see examples of impact maps, roadmaps and visualizations to integrate customer discovery and learning in your product development flow.
Leancamp is an unconference, an open space on topic of lean product development, lean startup, lean UX. Leancamp Brussels was the first edition of Leancamp in Belgium.
Op welke manier kunnen we coördinatie tussen zelf-organiserende faciliteren? Op welke manier organiseren we Scrum teams zodat ze in staat zijn om klant/gebruikers-gerichte features op te leveren?
The question today isn't : Can we build this? - but should we build this?Frederik Vannieuwenhuyse
Summary: There are lots of reasons why products fail, but the number one reason remains the fact that we simply build something nobody wants.
Learning Objectives:
"Are we building the right thing? Our end-users can tell if we are building the “right” thing. But sometimes they do not know either. We are dealing with “know unknowns” and “unknown unknowns”.
Happiness for teams workshop at Darefest Belgium 2016 - Management 3.0 exercises: personal maps, moving motivators (intrinsic motivation), feedback wrap. More examples at https://value-first.be/tag/management-3-0/
Topic of this short talk: team / group dynamics. The point is that you need to be aware of any dynamics happening in your team / group.
Contents of the presentation:
Slide 1: Intro video (ants)
Slide 2: Teamwork
Teamwork is the corner stone of any successful undertaking.
Teamwork is an individual skill.
The purpose of this talk is to make you aware of the importance of team dynamics.
We will look at some examples, and how we can explore team dynamics.
Slide 3: How does a high-performing team look like?
Diverse members
Diversity of viewpoints, opinions
Open and clear communication
Managing conflict
Clear objectives
Trust
Participative leadership
Positive atmosphere
Engagement
Slide 4: Putting a group of people together does not make a team.
Slide 5: Model of group/team development: Tuckman (1965)
Note: the different phases of growing as a team are necessary to become “performing”
Slide 6: Belbin team roles (1981)
9 team roles: an effective team has members that cover the 9 key roles in managing the team
Slide 7: Communication inside the team is a key indicator of whether they are performing or not. The quality of communication in the team will also directly affect the communication with the stakeholders.
Slide 8: One bad apple can cause rot in the entire cart by altering the behaviour of everyone.
examples: the passive-aggressive group eroder, the blunt/rude dominant, the controller, the slacker, the anti-establishment guy, the divide-and-conquer schemer, the arrogant fat head
Slide 9: Groupthink, a term coined by social psychologist Irving Janis (1972), occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment”.
Groups affected by groupthink ignore alternatives and tend to take irrational actions that dehumanise other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making.
Cf. https://en.wikipedia.org/wiki/Groupthink
Slide 10: How to explore team dynamics?
Listen to the way team members are communicating
Observe behaviours: can you recognise certain team roles? Who has an introvert personality, who’s extrovert?
Observe how conflict is managed
Slide 11: Don't be a Scrum Zombie (Thanks to Henrik Kniberg)
Slide 12: How to explore team dynamics? Team building, a classic scrum.
Slide 13, 14, 15: How to explore team dynamics? Team drawer
A team building exercise.
Cf. https://technology1unplugged.wordpress.com/2015/09/14/agile-belgium-agile-games-night-iii-at-commagroup-cronos-10092015/ (team drawing exercise)
Slide 16: Improv theatre exercises
Slide 17: Quote by Henry Ford: “Coming together is a beginning, keeping together is progress, working together is success.”
Slide 18: Be aware of the dynamics in your team!
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
5. Instructions & Steps
1. You’ll be put in pairs. Share your thoughts on the
invitation/ prompt and mutually shape the ideas for 5 mins.
2. 3 rounds of paired conversation total, 5 minutes each round
(2-3 mins per person) -> using breakout rooms in Zoom
3. The invitation:
• What does Agile mean to you personally?
• What’s your main challenge to being agile?
4. After three rounds, we will debrief together.
6. Impromptu-Networking: what’s made possible?
❖ sparking deeper connections
❖ productive pattern of engagement is established if used
at the beginning of a working session
❖ midst of session
❖ closing a session
>> write in chat or speak up what’s made possible
>> what applications can you think of?
9. Different Structures for Different Purposes
Conventional
Presentation
Managed Discussion
Status Update
Brainstorming
Open Discussion
Liberating
Menu of 33+ alternate ways of
organizing that make it
possible to include & engage
more people
Same micro-elements & DNA
Inherited Invented
Seriously Dreadful Seriously Playful
Expected Results Novel Results
10. ● a documented library of
facilitation techniques
● easy-to-learn microstructures that
enhance relational coordination and
trust between people
● an anti-dote for conventional
organised meetings
http://www.liberatingstructures.com/
http://www.liberatingstructures.be/
Join Liberating Structures on Slack
Creative Commons Licensed
What are Liberating Structures? (1)
15. Sequence of Steps & Timing
1. Form a triad (breakout rooms with 3 persons) and
reflect on a story you want to share in response to
the prompt/invitation (2 mins)
2. First person is the storyteller, he/she shares
their story while one partner is the interviewer –
helping the person explore the full territory of
their experience - the second partner is the
reporter, writing down interesting details,
meaningful insights etc (5 mins)
16. 3. Switch roles and repeat (5 mins)
4. Switch roles and repeat (5 mins)
5. Debrief as a triad looking for assets and
conditions that enabled success (2-4 mins)
6. As a full group, collect important insights about
what assets & conditions enable success (5-10 mins)
Sequence of Steps & Timing
17. Appreciative Interview Hints
❖ Ask about the context (When, Where, Who, How)
❖ Be curious!
❖ DO NOT share your own experience
❖ Collect details of the journey (status quo,
barriers, action, reversals, powerful discoveries)
❖ Try to find a moment that sums up the drama and the
deeper meaning
❖ Take notes for your partner. Look to identify the
assets and conditions that enabled success!
❖ Practice guided discovery
❖ Be appreciative!
18. Appreciative interview invitation
Tell a story about a time when you
worked on a challenge with others and
you are proud of what you accomplished
using Agile principles and values.
What is the story and what made the
success possible?
19. Appreciative interview debrief
In the stories:
❖ What made the success possible?
❖ What elements or conditions did you
identify that contributed to
success?
20. Appreciative interview: what’s made possible?
❖ Generate constructive energy by starting on a positive note.
❖ Capture and spread knowledge about successful field experience.
❖ Reveal the path for achieving success for an entire group
simultaneously
❖ By expecting positive behaviors, you can bring them forth
(Pygmalion effect)
>> write in chat or speak up what’s made possible
>> what applications can you think of?
22. 25/10 Crowdsourcing: How?
❖ Goal: Rapidly Generate and Sift a Group’s
Most Powerful Actionable Ideas
❖ How?
➢ Group write downs ideas
➢ People mingle and pass ideas (written on a card)
➢ Stop! Everyone read idea and gives a score
➢ Repeat 5x
➢ Sum scores, and sort
23. 25/10 Crowdsourcing
❖ What's your bold idea for the
future of Agility?
❖ What first step would you take to
get started?
→ Link: https://twenty-five-ten.herokuapp.com/
24. THAT’S IT FOLKS! THANKS ALL!
Frederik Vannieuwenhuyse
@vfrederik
frederik@ilean.be
www.ilean.be
http://value-first.be/
https://www.linkedin.com/in/frederikvannieuwenhuyse
www.liberatingstructures.com