When an Agile situation is routine, you may not be able to tell the difference between a novice and an expert. It's really only in the unanticipated, more challenging situations where we see an expert's superior capability. Agile experts think differently than novices about situations which is what allows them to adapt. If we accept this, then how can we help non-experts to think like experts?

1. Think Like an Agilist
By Jason Yip

2. d = ½gt2
d What is d if…
t=2s
g = 10 m / s2
d = 20 m

3. What are we learning?

4. d = ½gt2
OR
How far will an object fall over time
(assuming it doesn’t hit the ground)?

5. Which one hits the ground
first?

6. Equations 20 m 20 m
Word
Same time
problems
Misconception

7. Routine Expertise
(context-specific)
Indistinguishable
without change in
context
Adaptive Expertise
(survives change in context)

8. A
B
C
Where should you aim?

9. Superficial What equation do I use?
Semantic The equation indicates that d is
independent of mass
Qualitative Just shoot the apple, the
arrow will fall at the same rate

10. Effective tactical leaders think
differently about situations than
ineffective ones
“What are their interests?” “They’re all out to get me!”

11. Think Like a Commander
Run students through very difficult
scenarios to expose and correct
weaknesses in their thinking
processes

12. Classroom study
(basic concepts)
Think Like a Commander
(expose weakness)
Full-scale simulation
(exercise strengths)

13. THINK LIKE AN AGILIST

14. Thinker:
Respond to the scenario using
think-aloud
Scribe (1 or more):
Capture the thoughts; remind
Thinker to think-aloud

15. Think Aloud Protocol
• Describe what you are thinking, feeling,
noticing, questioning so that the Scribe
can capture it
• What do you notice? want? suspect?
• What questions do you have?
• What actions would you take?
• What else is passing through your head?

16. But if you were thinking aloud, we
can see that you didn’t think of
that and didn’t consider it

17. Warning! Scenarios may will be
more unfair than reality
• No body language to read
• No other background available
• Not allowed to ask for clarification
(you can actually ask, but I likely
won’t clarify)

18. Too easy! Too hard!
Can’t learn Can’t learn
Maximum learning
(via failures)

19. SCENARIO ONE

20. Think Aloud Protocol Template
• Describe what you are thinking, feeling,
noticing, questioning so that the Scribe
can capture it
• What do you notice? want? suspect?
• What questions do you have?
• What actions would you take?
• What else is passing through your head?

21. DISCUSSION ONE

22. Assess the response
• What did you like about how the Thinker responded? What were
the strengths in his / her response?
• What did you not like about how the Thinker responded? What
were the weaknesses in his / her response?

23. More questions
• Did you consider higher intent? What is the overall purpose?
• Did you consider all the stakeholders and their interests?
• Did you consider effects of organisational structure?
• Did you consider what resources were available? What might
already be working that could be leveraged?
• Did you consider timing?
• Did you consider how the issues in the scenario might fit into the
bigger picture?
• Did you consider risks, mitigation, contingencies?

24. END SCENARIO ONE

25. How many people learned
something about how they approach
things that they did not previously
know?

26. How many people will approach new
scenarios differently?

27. Cognitive themes
• Keep focus on higher intent
• Understand stakeholder interests
• Consider effects of organisational structure
• Consider and use all resources available
• Include considerations of timing
• Consider how the current situation fits into the bigger
picture
• Consider risks, mitigation, and contingencies

28. SCENARIO TWO

29. DISCUSSION TWO

30. Assess the response
• What did you like about how the Thinker responded? What were
the strengths in his / her response?
• What did you not like about how the Thinker responded? What
were the weaknesses in his / her response?

31. More questions
• Did you consider higher intent? What is the overall purpose?
• Did you consider all the stakeholders and their interests?
• Did you consider effects of organisational structure?
• Did you consider what resources were available? What might
already be working that could be leveraged?
• Did you consider timing?
• Did you consider how the issues in the scenario might fit into the
bigger picture?
• Did you consider risks, mitigation, contingencies?

32. END SCENARIO TWO

33. Overall impressions?

34. Adjustments if you do this yourself
• Use small groups (3 – 4)
• Use your own scenarios
• Focus on your own common misconceptions

35. KEY TAKEAWAYS

36. Expertise requires practice
“I’ve read the book
and taken the
course.”
“You’re a certified
expert!”
“Um…”

37. Classroom study
(basic concepts)
Practice difficult scenarios
(aka Think Like an Agilist)
(expose weakness)
Agile simulation / project
(exercise strengths)

38. Consider how you think not just
what you do

39. THE END