Your pathtoagility
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This document discusses using Spiral Dynamics theory to understand different ways of thinking and values systems that can impact adopting and sustaining Agile practices. It presents eight main value systems (Beige, Purple, Red, Blue, Orange, Green, Yellow, Turquoise) that represent increasing complexity in how people view the world. The document suggests assessing the dominant values system to understand blockers or weaknesses when implementing Agile, and provides examples of how different values systems may relate to the Agile Manifesto. The goal is to use this understanding to facilitate positive change and help organizations fully transform to "Being Agile."
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Your pathtoagility
- 1. WARNING The following presentation contains explicit content, which can dramatically alter the way you view the world. There are cases where people who have been contaminated with this content happen to see colors that aren’t there. Red Hummers while they are black, Purple Agile Coaches and managers in Orange suits. 1
- 2. 2 Your Path to Agility Becoming increasingly Agile with the help of Spiral Dynamics Dajo Breddels Agile Wizard
- 3. 3 Introduction 1 Spiral Dynamics Agile and Spiral Dynamics Transform to Being Wrap up 2 3 4 5
- 4. Have you ever … ‣ Coached an organization to work Agile, everything seemed ok, you left and half a year later they were right back were they started. ‣ Been in an organization where people said that they fully agreed with you, but didn’t change a thing. ‣ Discovered that there were different cultures in one organization and people were unable to work together. 4 And wondered why this happened and what you can do about this?
- 5. Who is Who ‣ Who are You? • Role • Experience ‣ Who is Dajo Breddels? • Agile Coaching • Life Coaching & Spiral Dynamics • Agile Coaching & Spiral Dynamics 5
- 6. Doing Agile vs. Being Agile 6 Doing Agile Being Agile ‣ Rules and Procedures ‣ Knowledge intellectual ‣ Skills ‣ One Truth ‣ Principles and Values ‣ Knowledge intuitive ‣ Beliefs and values ‣ Multiple truths possible
- 7. 7 Introduction 1 Spiral Dynamics Agile and Spiral Dynamics Transform to Being Wrap up 2 3 4 5
- 8. 8 “The Emergent, Cyclical, Double- Helix Model Of The Adult Human Biopsychosocial Systems.” Prof. Dr. Clare W. Graves
- 9. 8 ways of thinking, 8 Value Systems 9
- 10. BEIGE Instinctive/Survivalistic VS 10 Do what you must just to stay alive ‣ Uses instincts and habits just to survive ‣ Distinct self is barely awakened or sustained ‣ Food, water, warmth, sex, and safety have priority ‣ Forms into survival bands to perpetuate life ‣ Lives “off the land” much as other animals
- 11. PURPLE Magical/Animistic VS 11 Keep the spirits happy and the tribe’s nest warm and safe ‣ Obeys the desires of the spirit being and mystical signs ‣ Shows allegiance to chief, elders, ancestors, and the clan ‣ Individual subsumed in group ‣ Preserves sacred objects, places, events, and memories ‣ Observes rites of passage, seasonal cycles, and tribal customs
- 12. RED Impulsive/Egocentric VS 12 Be what you are and do what you want, regardless ‣ The world is a jungle full of threats and predators ‣ Breaks free form any domination or constraint to please self as self desires ‣ Stands tall, expects attention, demands respect, and calls the shots ‣ Enjoys self to the fullest right now without guilt or remorse ‣ Conquers, out-foxes, and dominates other aggressive characters
- 13. BLUE Purposeful/Authoritarian VS 13 Life has meaning, direction, and purpose with predetermined outcomes ‣ One sacrifices self to the transcendent Cause, Truth, or righteous Pathway ‣ The Order enforces a code of conduct based on eternal, absolute principles ‣ Righteous living produces stability now and guarantees future reward ‣ Impulsivity is controlled through guilt; everybody has their proper place ‣ Laws, regulations, and discipline build character and moral fiber
- 14. ORANGE Achievist/Strategic VS 14 Act in your own self-interest by playing the game to win ‣ Change and advancement are inherent within the scheme of things ‣ Progresses by learning nature’s secrets and seeking out best solutions ‣ Manipulates Earth’s resources to create and spread the abundant good life ‣ Optimistic, risk-taking, and self-reliant people deserve success ‣ Societies prosper through strategy, technology, and competitiveness
- 15. GREEN Communitarian/Egalitarian VS 15 Seek peace within the inner self and explore, with others, the caring dimensions of community ‣ The human spirit must be freed from greed, dogma, and divisiveness ‣ Feelings, sensitivity, and caring supersede cold rationality ‣ Spreads the Earth’s resources and opportunities equally among all ‣ Reaches decisions through reconciliation and consensus processes ‣ Refreshes spirituality, brings harmony, and enriches human development
- 16. Yellow Integrative VS 16 Live fully and responsibly as what you are and learn to become ‣ Life is a kaleidoscope of natural hierarchies, systems, and forms ‣ The magnificence of existence is valued over material possessions ‣ Flexibility, spontaneity, and functionality have the highest priority ‣ Differences can be integrated into interdependent, natural flows ‣ Understands that chaos and change are natural
- 17. TURQUISE Holistic VS 17 Experience the wholeness of existence through mind and spirit ‣ The world is a single, dynamic organism with its own collective mind ‣ Self is both distinct and a blended part of a larger, compassionate whole ‣ Everything connects to everything else in ecological alignments ‣ Energy and information permeate the Earth’s total environment ‣ Holistic, intuitive thinking and cooperative actions are to be expected
- 18. New times, new ways of thinking 18 Time / Complexity
- 19. 19
- 20. Mathematical Formulas ‣ 18 + 24 = 42 ‣ 푎 + 푏 = 푐 ‣ 푓 푥 = 푎푥2 + 푏푥 + 푐 ‣ 푑푦 = 푓 푥 푑푥 ‣ 퐹 = 푓 푥 푑푥 20 Increasing complexity: The bottom equation isn’t better than the top one.
- 21. Example individual Value System profile 21 RED Centered: Hägar the Horrible Profile ILLNESS RELIGIOUS FAMILY OR HOME WORK SOCIAL (neighbourhood) SOCIAL (clubs)
- 22. Example individual Value System profile 22 GREEN Centered: Scandinavian Society Profile WORK SPORTS PARTICIPATION FAMILY SOCIAL RELIGIOUS POLITICS
- 23. QUIZ 23 What is the dominant Value System?
- 24. QUIZ 24 What is the dominant Value System?
- 25. QUIZ 25 What is the dominant Value System?
- 26. QUIZ 26 What is the dominant Value System?
- 27. QUIZ 27 What is the dominant Value System?
- 28. QUIZ 28 What is the dominant Value System?
- 29. QUIZ 29 What is the dominant Value System?
- 30. QUIZ 30 What is the dominant Value System? Your organization
- 31. 31 Introduction 1 Spiral Dynamics Agile and Spiral Dynamics Transform to Being Wrap up 2 3 4 5
- 32. Agile Manifesto ‣ Individuals and interactions over processes and tools ‣ Working software over comprehensive documentation ‣ Customer collaboration over contract negotiation ‣ Responding to change over following a plan 32 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more.
- 33. The world of the Value Systems 33 ‣ Individual ‣ Team ‣ Organization ‣ Environment Individual Team Organization Environment
- 34. Value Systems and Agile 34 BLUE Value System ORANGE Value System GREEN Value System YELLOW Value System
- 35. BLUE Purposeful/Authoritarian VS 35 Being dominant in an Agile environment ‣ Name: Procedural Agile ‣ Right Use: Life critical applications ‣ Strong: Order and Control ‣ Weakness: Slow and Inflexible ‣ Danger: Unstoppable growth of procedures ‣ Typical ‣ One Truth, hierarchical, inflexible, silo thinking, one specific method, reacts slow to changes, guidelines, templates, procedures, disciplined ‣ To keep it agile ‣ Something in, something out
- 36. ORANGE Achievist/Strategic VS 36 Being dominant in an Agile environment ‣ Name: Money Driven Agile ‣ Right Use: Direct financial crisis ‣ Strong: Quick win and Improving ‣ Weakness: Long term ‣ Danger: Burning up people ‣ Typical ‣ More with less, success, improves, competition, outsmart others, situational ethics, drive ‣ To keep it agile ‣ Limit the maximum cost reduction / growth
- 37. GREEN Communitarian/Egalitarian VS 37 Being dominant in an Agile environment ‣ Name: People Centric Agile ‣ Right Use: Political sensitive projects ‣ Strong: Team thinking and involvement ‣ Weakness: Paralysis through consensus ‣ Danger: To many people involved ‣ Typical ‣ People first, consensus, everybody is equal, flat organization, team effort, acceptance, slow in taking decisions ‣ To keep it agile ‣ Limit number of stakeholders
- 38. Yellow Integrative VS 38 Being dominant in an Agile environment ‣ Name: Effective Agile ‣ Right Use: Chaotic and global environments ‣ Strong: Respond to change ‣ Weakness: Seen as unstable ‣ Danger: Loosing the rest ‣ Typical ‣ Effectiveness over efficiency, people are different, embrace change, improve, out-of-the-box, wolf in sheep’s clothing, hard to understand, can loose interest, no interest in status, long term thinking
- 39. Value Systems and Agile Manifesto 39 BLUE Value System ORANGE Value System GREEN Value System YELLOW Value System Comprehensive documentation over working software Following a plan over responding to change Processes and tools over individuals and interactions Contract negotiation over customer collaboration Working software over comprehensive documentation Individuals and interactions over processes and tools Customer collaboration over contract negotiation Responding to change over following a plan
- 40. Real life example 40 ‣ Management ‣ Team ‣ Organization ‣ External Environment
- 41. Value Systems and your version of Agile 41 What’s the dominant Value System in your agile implementation and why? BLUE Value System ORANGE Value System GREEN Value System YELLOW Value System
- 42. 42 Introduction 1 Spiral Dynamics Agile and Spiral Dynamics Transform to Being Wrap up 2 3 4 5
- 43. Where is change needed? 43 ‣ Individual ‣ Team ‣ Organization ‣ Environment Individual Team Organization Environment
- 44. Ideal World 44 ‣ Management ‣ Team ‣ Organization ‣ External Environment
- 45. More realistic 45 ‣ Management ‣ Team ‣ Organization ‣ External Environment ‣ Scrum Master
- 46. Assessing Value Systems 46 In individuals, teams and organizations Observation Questionnaires ‣ Behavior ‣ Interactions with others ‣ Use of language ‣ Value words ‣ Beliefs ‣ Don’t judge too fast ‣ Personal test ‣ 300+ Questions ‣ One on one ‣ Group tests ‣ Initial questions very important ‣ Don’t use it too mechanical
- 47. Examples of using language 47 To determine the corresponding Value System We have to be sure about what to do, before we can give a reliable estimate It’s important we all agree on this solution. Scrum says that we have to do … Let’s improve x … so we become the most successful team. Eric, what’s your opinion about this? I really want to know. 1 2 3 4 5
- 48. Example individual questionnaire 48 To determine the corresponding Value System
- 49. Example group questionnaire 49 To determine the corresponding Value System Traditions Ambition Complexity Respect Charisma Protection Direct reward Bureaucracy Equality Change Safety Success Structure Profit Magical Tolerance Insight Enthusiasm
- 50. Example group questionnaire 50 To determine the corresponding Value System Traditions Ambition Complexity Respect Charisma Protection Direct reward Bureaucracy Equality Change Safety Success Structure Profit Magical Tolerance Insight Enthusiasm
- 51. Transform from Doing to Being ‣ Look for what to keep ‣ Make use of the dominant color to implement the new one ‣ Don’t skip colors (there is no shortcut) ‣ Acknowledge the past and show that the environment has changed ‣ Emphasize signs of the new color when they occur ‣ Make sure the environment supports the new color ‣ Use Real Life 51 Making the transition from one color to the next
- 52. Change Cultural DNA 52 Three strategies Decrease ‣ A Value system has a negative impact on the system ‣ Lessen the influence of the Value System Increase ‣ The lack of a Value System has negative impact on the system ‣ Add something new in the system to add a little bit of this Value System Transcend ‣ The current dominant Value System can’t cope with the Life Conditions ‣ Use parts of the old Value System to interest people to new ideas which are part of the next Value System
- 53. From BLUE to ORANGE Value System 53 From doing your duty to making a success ‣ Use the higher authority ‣ Design new leaner procedures ‣ Design new procedures which embed continuous improvement ‣ Reward results instead of doing your tasks ‣ Flatten organizational layers ‣ Add competition
- 54. From ORANGE to GREEN Value System 54 From personal success to shared goals ‣ Use scientific research to persuade new way of working ‣ Make rewards team-oriented ‣ Make competition team-oriented ‣ Reward people for growing and caring not only for getting successes ‣ Remove the boss/manager and let the group make important decisions
- 55. From GREEN to YELLOW Value System 55 From all equal to all unique value ‣ Make rewards for contribution to team growth and wellbeing ‣ Remove consensus thinking and introduce situational leadership2 ‣ Make an ecological mission and/or vision statement to inspire ‣ Remove strict Function/Job Descriptions
- 56. 56 Introduction 1 Spiral Dynamics Agile and Spiral Dynamics Transform to Being Wrap up 2 3 4 5
- 57. The four most dominant Value Systems 57 In an Agile context
- 58. Resources ‣ Books • Spiral Dynamics, Don Beck and Christopher Cowan • Spiral Dynamics Integral, Don Beck (audiobook) • Coaching the Agile Enterprise, Michael Spayd ‣ Websites • http://www.jobeq.net (example Value System test) • http://www.clarewgraves.com/ 58
- 59. 59 Contact for more information Dajo Breddels Agile Wizard dajo@dajobreddels.com
Editor's Notes
- One of the thing you hear a lot is the difference between “doing agile” and “being agile”. When you search the internet you find a lot of pages discerning this topic.