SGMSP - Radical Collaboration - Bob Sarni · 2018-05-07 · – Certified Scrum Team Coach (CTC)...

Bob Sarni – Certified Radical Collaboration Trainer

RADICALCOLLABORATION

[email protected]

•  Bob Sarni, Business Agility Coach

•  Founder and Principal – iOnAgility, LLC –

www.ionagility.com 25+ years in project management, portfolio management,

program management and product development – From

power plant construction to software development! Last

15+ years focused on agile efforts.

–  Certified Scrum Team Coach (CTC)

–  Certified Scrum Enterprise Coach (CEC)

–  Certified Scrum Trainer (CST)

–  Certified Radical Collaboration Trainer

–  Experience with many enterprise Agile transformations

–  Experience as ScrumMaster, Product Owner, Team

Coach, Coach of Coaches, Agile Practice Leader,

Enterprise Agile Coach

© 2018 iOnAgility, LLC. All Rights Reserved

Radical Collaboration

Radical Collaboration Elevator Pitch

“Radical Collaboration teaches practical methods to significantly improve your skills for building

collaborative relationships”

Remember this:

“Organizations can’t compete externally until they can collaborate internally”

•  Review of printed history


Group Discussion

•  Find some people around you, work together and answer these questions:

The Context is “AT WORK”

•  What do “we” do? •  How do “we” do it?

•  How do we enable what we do and how we do it?


An Integrated Approach for Building a Better Business

•  Success in today's marketplace requires an integrated approach to business and employee development

•  You must pay attention to the inside and the outside of your business


Four Quadrant Model

Interpersonal Social Intelligence

Communication Trustworthiness Cooperation Rules of engagement

How We Do It

Systems/Processes Decision Making Structure Policies

What We Do

Project Product Task Service

Who We Are

Self Mastery

Self Awareness Self Esteem Emotional Intelligence Values

Inner Side Outer Side


Social Capital

An Integrated Approach for Building a Better Business

•  Business analysis has focused on the outer side of business –  primarily on questions of “what should we be

doing?” and “how can we do it better, faster, and more efficiently?”

•  It turns out that the inner side of business is where the greatest opportunity for radical improvement resides

•  The inner side of business contains the heart and soul of the business.


5 Essential Skills for Building Collaborative Environments and Relationships

1

2

3

4

5

Collaborative Intention

Truthfulness

Self-Accountability

Self-Awareness

Negotiating and Problem Solving


Collaborative Intention

•  Individuals remain in the collaborative “Green Zone” –  Rather than in a more adversarial

“Red Zone”

1 Collaborative Intention


Red Zone – Green Zone

•  Low trust-high blame •  Threats & fear •  Guardedness

•  Hostility •  Withholding energy

•  Risk avoidance •  Attitude of entitlement

•  Cynicism & suspicion •  Work is painful

•  External motivation

•  High trust-low blame •  Mutual support •  Dialogue & shared vision

•  Honesty & openness •  Cooperation

•  Risk taking •  Sense of contribution

•  Sincerity & optimism •  Work is pleasurable

•  Internal motivation

Red Zone Green Zone


Red Zone - Green Zone Environments

Pink Zone Behaviour

l  Leave

l  Quit

l  Hide

l  Passively resist

l  Appease

l  Give in


Differences between collaborative and adversarial workplaces

•  The long-term consequences of a Red Zone culture can be devastating to an organization, a team, or a business.

•  Pain and fear take a grip on individuals, and creativity and overall effectiveness decrease.

•  In their classic book Corporate Culture and Performance, John Kotter and James Heskett reported on the role that corporate culture plays on the success or failure of major corporations.


Differences between collaborative and adversarial workplaces

•  The well-researched empirical study, covering more than two hundred blue chip enterprises in twenty-two industries, measured standard performance benchmarks. –  Using cultural values, behavioral patterns, and shared

attitudes, Kotter and Heskett compared what they called Enhancing Cultures (reflecting a Green Zone environment) with Nonenhancing Cultures (reflecting a Red Zone environment).

•  Over an eleven-year period the differences were quite dramatic.


Differences between collaborative and adversarial workplaces (Kotter & Heskett)

Difference in Net income __________

Difference in Stock price __________

Difference in Revenue __________

Difference in Workforce Expansion

or Contraction __________


Differences between collaborative and adversarial workplaces (Kotter & Heskett)

Net income improved 755% more

Stock price grew 826% more

Revenue increased 516% more

Workforce expanded 246% more


Thumb Wrestling – Round 1

•  Objective – win as many points as you can

•  No talking •  1 point per thumb pin

•  Start & stop by my signal •  Keep count of your points

•  DON’T break any thumbs J



• Combative/Hostile

• Short term

• Defensive

• Seeks to win – Self only

• Feels like war

• Reactive - Rigid

Red Zone



•  Objective – Win as many points as you can

•  No talking •  1 point per thumb pin

•  Start & stop by my signal •  Keep count of your points



• Collaborative

• Long-term

• Seeks mutual gains

• Sees others as partners

• Seeks solutions not blame

• Open to influence – Flexible

• Seeks understanding

Green Zone


Thumb wrestling as a metaphor

•  Who in your life are you thumb wrestling with?

•  What difference would it make in your life if you

were partnering with them instead of thumb wrestling?


Red Zone Green Zone Simulation

•  Find a different partner

•  You and your partner have each been given instructions for the role you will play in selecting a retreat site for your next company retreat. You will have three different conversations about the retreat site; each with a different attitude.



•  Self-accountability is making conscious choices and then taking responsibility for the results. –  You have more choices than you

think.

–  Most people believe, mistakenly, that their choices are narrow.

3 Self-Accountability


Self-Accountability Exercise – Part 1

•  Think of an area of your life that is unsatisfactory to you.

•  Think of the 3 main reasons you give yourself that it is unsatisfactory. Focus on other people and circumstances.

1)  _________________________________________ 2)  _________________________________________

3)  _________________________________________


Self-Accountability

•  A case study –  Steven the warehouse worker


Self-Accountability Exercise – Part 2

•  Now without any self-judgment or blame, reflect on what your own part might be in contributing to this situation. Explore the following questions with a partner. –  By your actions or inaction, how have you helped create or

taken part in this situation?

–  What payoffs might you be getting for prolonging this unsatisfactory situation?

–  What could you do differently to be more accountable and make things better?



•  Individuals commit to knowing themselves deeply and are willing to explore difficult interpersonal issues. –  They take responsibility for their

own self-awareness

–  They seek to understand the concerns, intentions, and motivations of others

4 Self-Awareness


Time for a Visualization exercise

Defenses

•  We can move from the Green Zone to the Red Zone easily and quickly if we are not self-aware

•  When it does happen, we don’t have defenses – they have us. They own us, they become our operating system and they determine how we see the world and how we collaborate with others

•  We do not even recognize that we are getting defensive until it is too late


Premise:

•  A defense system is not to protect yourself against others. It is to defend yourself against feeling your own fear.

•  So, …….. shifts occur when you let yourself feel the fear.


Defenses are fear based?

•  Fear of our own significance •  Our likeability

•  Our competence

AND….. WE HAVE THEM FOR A REASON.


Signs of defensiveness

•  Check all that apply

•  Circle your top 3


When you get defensive:

•  Acknowledge to yourself that you are getting

defensive

•  Slow down

•  Confront any negative self-talk

•  CYA (check your assumptions)

•  Detach

•  Start again


Defensiveness Action Plan

When my early warning system tells me I’m getting defensive, i.e. I notice myself doing:

I will take the following action:

1.

2.

3.

1.

2.


Remember?

“Organizations can’t compete externally until they can collaborate

internally”

Bob Sarni

(309) 531-1035

[email protected]

www.ionagility.com


SGMSP - Radical Collaboration - Bob Sarni · 2018-05-07 · – Certified Scrum Team Coach (CTC)...

Documents

Transcript of SGMSP - Radical Collaboration - Bob Sarni · 2018-05-07 · – Certified Scrum Team Coach (CTC)...