Surprisability - Agile Prague Sept 2016
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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.
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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.
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A clear sense of purpose (we know what we want).
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Courage in the face of uncertainty and ambiguity.
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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?
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.
Integral Quality ATAGTR16
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.
Physics of Trust OOP 2016
Trust is a subjective quality of a situation. It’s messy, situational and contextual. How can we make sense of it? How can we improve it? And: what impact would that have? Take away practical answers to these questions. Olaf boldly labeled himself the Trust Artist three years ago, starting a journey of curious discovery while helping to increase trust and confidence in people and systems. Now he’s ready to share what he’s learned. Integrating common sense, neurobiology and complexity science, experience how to work with trust.
Trust is often explained as something hard to build and easy to lose. I have found a more helpful perspective. We always have trust: I may trust you to do as you say, or trust you to lie to me - both are qualities of a situation and a relationship.
I will explore the different variants of trust in my talk that are relevant in business:
Confidence and how that effects choices we make, how we show up, how much of our creative potential we bring to work.
How culture can encourage confidence or dampen it, and how leadership choices set examples and boundaries for the choices of others.
Last but not least, how trust leads to clarity of intent - and how clarity of intent is a necessary condition for clarity of design.
The session will contain interactive exercises that people can take away and use at work or at home the next day. Practical methods to understand, assess and increase trust.
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Surprisability - Agile Prague Sept 2016
- 2. get up
- 4. Can you believe it? In a universe so full of wonders they have managed to invent boredom. Terry Pratchett
- 5. expectations
- 7. our ability to grow from surprises surprise competition Surprisability
- 9. If the opponent does not move, then I do not move. At the opponent’s slightest move, I move first. Wu Yuxiang
- 11. experiment
- 16. awareness
- 17. identity
- 18. purpose
- 19. freedom
- 20. presence
- 21. courage
- 22. agility
- 24. Photo by pasukaru76 - Creative Commons Attribution License http://www.flickr.com/photos/38451115@N04 Created with Haiku Deck CHOICE
- 25. real options options have value. options expire. never commit early unless You Know Why.
- 26. intention
- 31. truth about people you can trust them. they will surprise you. let go of expectations.