ACE June 19th: Cultural change, emotion and collaboration, the Agile way.
17
ACE, AGILE COACHING EXCHANGE: CULTURAL CHANGE, EMOTION AND COLLABORATION, THE AGILE WAY
-
Upload
chrish001 -
Category
Leadership & Management
-
view
204 -
download
1
description
Cultural change, emotion and collaboration, the Agile way. The challenging human impacts of a cultural change when transitioning to agile. Taking a commonly experienced scenario, based on a real life situation, we will explore how emotions, fears, collaboration and trust, are affected within a new self-organizing Agile team and how the interactions with management impact upon this.
Transcript of ACE June 19th: Cultural change, emotion and collaboration, the Agile way.
ACE, AGILE COACHING EXCHANGE:
CULTURAL CHANGE, EMOTION AND COLLABORATION, THE AGILE WAY
2
Chris Howell CPCC, ORSCC, MBCS is an internationally certified relationship systems coach with
an MSc in Organization Development and NLP. He has over 30 years experience as a consultant in IT development and in facilitating organization change.
David Evans, PhD, ORSC, CSPO Has over 30 years experience in software development,
now working as a trainer and coach specializing in assisting teams in transition to Agile software development
And, you the audience…
Agile No experience/training, practitioner 1,2,5yrs? ORSC experience?
WHO IS HERE?
3
Chris Howell CPCC, ORSCC, MBCSe: [email protected]: +44 (0)7770 756 757Linkedin: https://www.linkedin.com/in/chrishowell001
David Evans, PhD, ORSC, CSPOe: [email protected]: +44 (0)7989 342 775Linkedin: https://www.linkedin.com/in/davidevans42
WHO IS HERE?
4
WHY ARE WE HERE TODAY?
What is ORSC? Combines Systems Theory, Emotional
Intelligence and Social Intelligence into a coaching model for teams and partnerships
Has a rich set of relationship tools (50+) to assist teams in becoming self-organizing
Today’s Session Address the common ‘issue’ of Agile adoption Through a scenario we will introduce one tool
that you can use to ease the emotional challenges
5
SCENARIO: TRANSITION TO AGILE (1/2) Company management has become aware of
the benefits of Agile . Managers want to explore BUT are concerned
about: Keeping control of the process Predictability of the outcome Losing influence of what’s going on
= RISK + Fear (Yikes)!
6
SCENARIO: TRANSITION TO AGILE (2/2) This is your first meeting as a team of Agile
enthusiasts and experts that have been put together on a project.
Assume whatever your real roles and experience, you are the team!
The task is for you to: Self-organize. Build trust and collaboration, on the team especially. Deal effectively with all the emotions that come up
for: The team The company culture The managers.
7
EXERCISE #1 Stepping into the manager’s shoes…
… What emotions come-up for the management?
8
EXERCISE #2 Stepping into the development team…
… What emotions come-up for the new Agile team?
9
DTA – DESIGN TEAM ALLIANCE Get clear about the expectations and
agreements between players in the system, by addressing:
1. The culture and atmosphere in the team Design the atmosphere you want to create Design work together if things get difficult
2. Sharing responsibility What can you be counted on for in the team (in
service of the culture and atmosphere above)?
10
EXERCISE #3: CREATE DTA (15 MINUTES) Get into teams (4 – 7 in each)
DTA Questions How would we look and what would we be doing
as a high trust, collaborative, self-organizing Agile team?
What will we do if someone on the team thinks it
is not working and/or difficult emotions come-up?
What will each of us commit to on the team, that we can be counted on for?
11
EXERCISE DEBRIEF What sort of things came out of your
agreements?
12
EXERCISE DEBRIEF What sort of things came out of your
agreements? What did you notice that worked?
13
EXERCISE DEBRIEF What sort of things came out of your
agreements? What did you notice that worked? What did not work?
14
EXERCISE DEBRIEF What sort of things came out of your
agreements? What did you notice that worked? What did not work? What have you learnt?
15
EXERCISE DEBRIEF What sort of things came out of your
agreements? What did you notice that worked? What did not work? What have you learnt? What will you take forward and do
differently?
16
KEY MESSAGETo help manage potential emotions and conflict in a team:
Design the Team Alliance!
Get clear about the expectations and agreements between players in the system, by addressing:
1. The culture and atmosphere in the team Design the atmosphere you want to create Design work together if things get difficult
2. Sharing responsibility What can you be counted on for in the team (in
service of the culture and atmosphere above)?
17
PIZZA NETWORKING CHALLENGE
… find out the names of three other people with the same eye colour as you have
THANK YOU FOR PARTICIPATING!
