STEFAN HAAS - INDEPENDENTAGILE COACH
AND TRAINER • 15+ years practice in Agile Product Development • Lead Program Manager for Media/Telco, Product Owner and CTO in Startup • Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community • Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin firstname.lastname@example.org www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591
„...these software developershad discovered a
solution to theproblem of combiningdisciplined execution of high-level intellectual work withcontinuous innovation...“ (SteveDenning)http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery
„In our industry, value has
a habit ofchanging because, quite often,customers don’t really know whatthey want. In addition, once they seenew software in action, their idea ofwhat they want will invariably shift.“Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash
„As a result Beck’s Beyond Agile
Manifesto comprises: Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ (Steve Denning)http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
WORKSHOP TAKE-A-WAYS • Complexity Thinking
as a point of view for leaders • Appreciate Agile as a way of dealing with uncertainty • Thinking Tools: • Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop) • Moving Motivators 3 hr
SELF-ORGANIZE FOR MAXIMUM DIVERSITY Decide
on group size: 3-5 KPI: Sum of differences Properties: - Gender: Male, Female, Female, Complicated (3) - Company: Wooga, Wooga, Wooga, Wooga (0) - Job Role: - Passion: - Level of Experience with Agile: - Your Choice: Grab a sheet per group and GO! 5 Min.
WHAT IS YOUR LEADERSHIP STYLE?
0 - Dysfunction, I don’t care about your needs 1 - I am receptive and open 2 - I respond to teams’ needs (remove impediments) 3 - My response generates velocity increase 4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment * Each level builds on the previous level 5 Min.
Exercise: System Thinking -‐ Analyse
a Problem 1. Pick a Post-‐It from the Success & Failure exercise 2. Take a sheet of paper and draw a causal loop, ishikawa or 5 why diagram 3. Share with the other groups what you have found15 Min.
1) Address complexity with complexityThe
brain is more complex than any toolUse stories, metaphors, pictures… The complexity of a system must be adequate to the complexity of the environment that it ﬁnds itself in.Max Boisot, “Complexity and the I-‐Space”The InteracLon of Complexity and Management
2) Use a diversity of
perspec6vesMul8ple weak models can make more sense than one strong model. Complexity itself is anLmethodology. It is against "one size ﬁts all."Tom Petzinger, “Reality and Complexity”The InteracLon of Complexity and Management
3) Assume dependence on contextWhat
worked in the past, or for others, is not guaranteed to work for you now. Best pracLce is always past pracLce.Dave Snowden, “From Organic to Complex Knowledge Management…”The InteracLon of Complexity and Management
5) An6cipate, adapt, exploreApart from
looking forward (proac8ve), and looking backward (reac8ve), don’t forget to try things out (safe-‐to-‐fail experiments). EvoluLonary systems by their nature involve experimentaLon.Mike Rother, Toyota Kata, 2009
6) Develop models in collabora6onDoes
the model help people to make sense of the world (insight and understanding)? Those formula4ng the abstrac4on are making a gesture whose meaning can only emerge in many, many local interac4ons.Ralph Stacey, Complexity and OrganizaLonal Reality, 2010
8) Steal and tweakSuccessful systems
spend most of their 8me copying and adap8ng ideas from others. We usually think of innovaLon as invenLng new things, but we may be smarter to think of it as recombining old ones.TheBuildNetwork, “A Smarter DeﬁniLon of InnovaLon”hNp://thebuildnetwork.com/innovaLon/innovaLon-‐by-‐combinaLon/
Complexity Thinking1. Address complexity with
complexity2. Use a diversity of perspec8ves3. Assume dependence on context4. Assume subjec8vity and coevolu8on5. An8cipate, adapt, explore6. Develop models in collabora8on7. Shorten the feedback cycle8. Steal and tweak
Oh, and by the way...
We should not take our models too seriously. Gerald M. Weinberg IntroducLon to Systems Thinking
10 Intrinsic DesiresCuriosity The
need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePower The need for inﬂuence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing 40
Exercise: Moving Motivators3. Consider an
important change in your work (for example, becoming a more Agile organization)4. Move cards up when the change is positive for that motivator; move them down when the change is negative positive change negative change 52
FEEDBACK • The workshop provided
me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5) •The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5) •In case I brought an issue to the class I have received mentoring for my current scaling (1-5)
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