The Conflict Fast Model - Agile2016

The Conflict Fast ModelManoel Pimentel Agile Coach twitter.com/manoelp Elabor8

Changing a pseudo agile-team into a real agile-team

manoelp

elabor8.com.au

faces for ESL

WTH faces

What does “being team” mean?

tons of

books

the Tuckman model

the Tuckman modelBruce Wayne Tuckman, 1965

Forming Storming Norming Performing Adjourning


testing and dependence

intragroup hostility/conflict development

of Group

Cohesion

simultaneous autonomy

and mutuality unrest characterized by

friction and disharmony

Forming

Katzenbach Model HBR, July-August 2005

the team performance curve

the members interact primarily to share information and to make

decisions to help each individual perform.

focus on individual tasks/deliveries

“A wannabe team”. It has not focused on collective

performance

Are deeply committed to their purpose, goals, and

approach.

team members are also very committed to one another.”


Pseudo-Team

The 5 Dysfunctions

Patrick Lencioni

“If we don’t trust one another, then we aren’t going to engage

in open, constructive, ideological conflict. And we’ll

just continue to preserve a sense of artificial harmony.”

artif

icia

l har

mon

y

Forming Storming Norming Performing

Pseudo-Team Potential-Team Real-Team



Project

Why we avoid conflicts?

assumptions

afraid of the impact

walking

on eggs

we don’t wanna hurt our

colleagues


Pseudo-Team

hypothesis of impact

“Mike will be upset if I talk to him about it”

limiting

beliefs

what can we do with a hypothesis?

validate it!

Conflictthe

Fast

don't repress your

different point of view

systemic awareness

increasethe

artifi

cial h

armony

fear of c

onflicts


Pseudo-Team Potential-Team Real-Team High Performing Team



Project

High Performing Team

redefining conflict

we can learning from the conflicts

we can learning from the differences

productive ideological conflict

destructive fighting

Patrick Lencioni

“Ideological conflict is limited to concepts and ideas, and avoids personality-focused,

mean-spirited attacks.” Patrick Lencioni

productive ideological conflict

destructive fighting

conflict fast

fighting fast

different

ideasare

“Great teams understand the danger of seeking

consensus”

Patrick Lencioni

diversity is a fuel for

innovations

• Have boring meetings

• Create environments where back-channel politics and personal attacks thrive

• Ignore controversial topics that are critical to team success

• Fail to tap into all the opinions and perspectives of team members

• Waste time and energy with posturing and interpersonal risk management

teams that fear conflict Patrick Lencioni

teams that engage in conflict

• Have lively, interesting meetings

• Solve real problems quickly

• Minimize politics

Patrick Lencioni

preparation

Behavioural Radar

We want

We accept

We don't understand

We avoid

We want

We accept

We don't understand

We avoid

active listening

patience

emotional explanations

rudeness

non-collaborative

behaviors

aggressive behavior

your turn!

We want

We accept

We don't understand

We avoid

enabling trust

Team Build Activities

We show our best version

vulnerabilities#weaknesses,

#skill deficiencies, #interpersonal shortcomings, #mistakes, #requests for help.

"a great team requires team members to make themselves vulnerable""

P. Lencioni

we have our MOGWAI rules

my mogwai rules

• I hate phone calls

• I don’t pay attention in small details

• I don’t believe in detailed plans

my mogwai rules

my mogwai rules

my mogwai rules

my mogwai rules

my mogwai rules

#NoChange

systemic awareness

increasethe

your turn!

my mogwai rules

• I hate phone calls

• I don’t pay attention in small details

• I don’t believe in detailed plans

confession of sins I'm gladprotest against the system

during the conflict

people are complex!

#Thanks

my general rule during hard conflicts:

#NoStage for conflicts

one-a-one

if is possible try

a few tools

system thinking

metaperspective

6 thinking hats

Edward de Bono

Problem

115

Conflict

116

but...

117

Problem

118

Problem

119

Problem

120

Solution

121

6 hats is about styles of thinking

but...

conflicts are unsolvable

sometimes.

bad impacts

Conflict

Bad Impacts

Conflict

Bad Impacts

Visu

alis

e

Conflict

Bad Impacts

We can’t solve it!Vi

sual

ise

Conflict

Bad Impacts


sual

ise

We CAN act here!

Conflict

Bad Impacts


sual

ise

We CAN act here!

Actions to minimise

Conflict

Bad Impacts


sual

ise

We CAN act here!

Actions to minimise

Norming

your turn!

Conflict

Bad Impacts


sual

ise

We CAN act here!

Actions to minimise

linkedin.com/today/author/manoelpby:

The Conf lict Fast Model

Forming

Project

Storming Norming Perf

Absence of TrustFear of ConflictLack of Commitment

Avoidance of

Accountability

Inattention

to

Results

Artifi

cial

Har

mon

y

Hi 5!I love you, you

love me…

Disagree!We have a

problem!

Project

Conflict Fast Courage and Transparency

to face the conflicts

Forming Storming Norming PerformanceThe Five Dysfunctions of a Team

Patrick Lencioni

Tuckman's Stages of Team Development

Tuckman's Stages of Team Development

#Collaborating with the system#Rapid Learning#Improvement

#Veiled opinion #No collaboration#No Improvement

don't repress your

different point of view

artifi

cial h

armony

fear of c

onflicts

? min(t) !

Inspired by @alissonvale formula ( Agile Brazil 2011)

Conflict Fast Model

systemic awareness hypothesis of impact

summary

:

thanks!Manoel Pimentel

Agile Coach twitter.com/manoelp

The Conflict Fast Model - Agile2016

Leadership & Management

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