Great exchange of ideas this morning at OOP2014!
Great exchange of ideas this morning at OOP2014!
originally posted at agile42.com
Sometimes the most important thing I want to say to a manager or a Scrum master is, “Hey, calm down. Don’t Panic!”
Or as the Agile Manifesto folks said, “take some time to reflect.”
I’ve watched Scrum masters and managers running around, and I picture them nervously clutching a clipboard crossing off items on a detailed plan to “do something.” (To be fair I haven’t seen an actual clipboard since I was the nervous, novice Scrum master running around with one!)
I know you want to do something.
And, here’s what you can do. Trust the team to find the options they need to surprise you and your customer by delivering the product your market needs when they need it.
Of course, you still have a lot to do. There are constraints to set, visions to find, impediments to remove, values to uphold, teams to coach and improvements to nurture.
But if you’ve done that and you’re running frantically around feeling the urge to do something?
Take some time to reflect.
And, please. Whatever you do…
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“There is a group of people that know they should change, and know how to change, but don’t: Addicts.” (Erwin van der Koogh)
Does that put you in mind of any organisations you know? Perhaps organisations that say they want to invest in 21st century management like true self-organisation, yet find every excuse not to?
Sure. That’s why Erwin asks, “Are we addicted to hierarchy and command & control?” at his excellent new blog “Business in the 21st Century”.
Which puts me in mind of recent reading in the (extremely prolific) works of Gerald Weinberg. Jerry (can I call you Jerry if we haven’t been introduced) ties much of his writing back to the dynamics of addiction.
As he explains, “You become addicted to substances (or activities) that make you feel good”.
Looking for a way to make your team holiday outing fun, memorable and also offer more value than a Secret Santa?
Here are three fun workshops. Choose one to give your team before heading out together for Glühwein at the Christmas market or for that team Christmas lunch.
Ask me to play St. Nick (guide, storyteller or facilitator) bringing these holiday gifts to your team.
Feature image by Andy Noren / Creative Commons
Let me show you the coolest–and I mean coolest–way to uncover a better mission, build a stronger identity, or have discussions about the things that matter–with your team.
Give your team a workshop using LEGO® SERIOUS PLAY® to uncover hidden approaches to your team’s mission and identity. Base your work on a deep understanding of the different individuals making up your team.
This is one of three holiday “gift” ideas to help your team be great(er) in 2014.
LEGO® SERIOUS PLAY® is a powerful tool for uncovering hidden approaches to your complex problems. You will construct models from fantastic LEGO® elements and tell your stories with the models in a process of discovery.
Your custom designed workshop using LEGO® SERIOUS PLAY® can:
When your team works with the LEGO® SERIOUS PLAY® materials and methods, each member will be engaged building models with LEGO®.
The models add a kinaesthetic dimension to your experience.
The models are physical metaphors that the team creates to see and touch. Team members will reach a common understanding by telling stories–holding and pointing to the models as they do. Each individual is actively listening and participating fully.
During a full workshop you will:
Your outcomes from a workshop using LEGO® SERIOUS PLAY® materials and methodologies are a shared vision and simple guiding principles for successfully navigating your way over complex terrain into the future.
This is really cool stuff. Unfortunately, it’s not a pre-planned workshop that you can download and simply use.
My friend Michael Sahota says, “It’s not like a lot of Agile games where you check out a recipe on TastyCupcakes.org and then you just do it. Sadly, you can’t just dump a bag of random Lego® pieces on the table and expect results.”
The good news is that I’m an experienced, trained, and certified Strategic Play™ workshop facilitator using LEGO® SERIOUS PLAY®.
Read more about LEGO® SERIOUS PLAY® at http://seriousplay.com.
Email me (firstname.lastname@example.org) to discuss the LEGO® SERIOUS PLAY® methods, and book a workshop for your team–or ask about a free introduction (you won’t realise just how cool this is until you experience it yourself). Discover your identity and your mission. Playfully. Powerfully.
Download my info page : Uncovering Hidden Approaches using LEGO® SERIOUS PLAY®[PDF 700k, right click to save].
Featured photo credit Michael Sahota/Creative Commons
Sometimes when I’m standing up with a team, I can almost see a grey cloud hanging over us. You’ve seen it too, I bet.
Discover the secret for banishing that grey cloud.
Gift Idea: Enjoy a Retelling of the Emperor’s New Clothes, and Experience a New Stance for Coping with Threat, Pain, and Fear!
We all have our “goto” stances for dealing with stress. We learned our “survival stances” when were small children. Unfortunately, those stances (blaming, placating, Super-reasonable-ness, Loving/Hating, Clowning) don’t often help us banish the grey clouds of stress we find today. Today the blamer meets the placater, the hyper-reasonable team-member meets the team clown, and the grey cloud grows bigger while the clock keeps ticking, and the team goes nowhere fast. What can we do?
Take a short pause in your holiday schedule to experience a powerful re-telling of The Emperor’s New Clothes. The story touches the child in you, and you will experience five incongruent coping stances to discover the congruent stance.
When you and your colleagues consistently adopt congruent stances over incongruent stances, you will banish the grey cloud of stress and make a significant step in our journey to be that high-performing team of Agile legend.
The Emperor’s New Clothes is a 90 minute workshop developed by Portia Tung and Jenni Jepsen which includes an engaging re-telling of the fairy tale (a holiday pageant!) combined with facilitated activities for understanding and experiencing the incongruent and congruent reactions to stress.
The workshop is based on the Satir Model by Virginia Satir and also the work of Gerald Weinberg. Placed in a fairy tale setting this theory becomes a powerful hack for relearning our approach to stress that we learned in childhood.
Give your team The Emperor’s New Clothes experience today. Portia and Jenni give you the entire workshop plan with handout material for experiencing the fairy tale. Download the free Emperor’s New Clothes workshop from this link.
Or, ask an experienced facilitator and storyteller to be your guide. That’s me pictured above having a great time facilitating the experience of the Emperor’s New Clothes at the Municiple Football Stadium in Poznan, Poland (site of three UEFA Euro 2012 championship matches).
Discuss the Emperor’s New Clothes, the Satir Model, the five survival stances and congruence in the comments, or email me to facilitate a conversation with your team at email@example.com. If you run the workshop with your team, I would love to hear all about it. (Portia and Jenni too!)
Do you want to reach your big, exciting goal? I’ll show you a great way to help your team become unstuck and reach that goal.
This is one of three “gift” ideas to help your team be great(er) in 2014.
Fearless Journey is a card game that “highlights your Team’s hard-to-reach Big Goal”.
Your team wants to do great things and solve challenging problems. But, sometimes your team feels stuck. “Our team could do great things, if only …”
This is a game you play with your whole team (in 1-3 hours) to focus on your Big Goal and find strategies for overcoming the obstacles that keep your team stuck in the mud far from the finish line.
The playing cards are based on the pattern language for change detailed in the book Fearless Change by Mary Lynn Manns and Linda Rising.
I have seen amazing things happen when players realise that they have effective ways to influence change. When players design specific small ways to move around the exact obstacles they face, then big things begin to happen.
Just discovering one small change, and owning the discovery, can “unstick” a “stuck” team. Your team will start moving past obstacles to realise your big, exciting goal. Now that’s a gift that’s worth giving.
Download the complete game with playing cards and tokens plus complete instructions for playing from this link. There are many available translations including English, German, French and Japanese.
Or, ask an experienced Fearless Journey facilitator to be your guide during the game. (Me. Me! Ask Me!!)
Discuss a round of the Fearless Journey game in the comments, or by emailing firstname.lastname@example.org.
Have you heard the one about Agile contracts? “A Scrum Master, an entrepreneur and a lawyer walk into a bar ….”
Yeah. But wait.
Agile contracts are no joke. We find ourselves negotiating contracts all the time. Even if you are not involved in contract software development, you are probably using contracts. You may be dealing with coaching contracts, employment contracts, supplier contracts or support contracts.
The framers of the Agile Manifesto got it just right when they included contracts in one of the four tensions that need balancing which are expressed in the Agile Manifesto: “We value collaboration over contract negotiation.”
Unfortunately, we’ve all been involved in contract negotiations where the rule of thumb seems to be, “What the big talk giveth the fine-print taketh away.”
We can do better. I blogged about balanced contracts last year for the Swiss web development agency Liip (where I was employed as Scrum Master at the time). I claimed then:
The contract is a useful, probably necessary, tool for defining a project undertaken by more than one party. But, while the contract has traditionally been seen as a tool to manage risk through control and enforcement, tying a project manager’s time up in costly (wasteful?) contract negotiation, it should come to be seen as a tool to support collaboration and cooperation. The contract can define a container which holds the project and allows (if not promotes and encourages) the empirical, collaborative, adaptive, safe-to-fail and safe-to-succeed environment necessary for us to do great development work on a complex software system.
Now we have to find a way to turn that big talk into fine print … or better yet results.
Do you want to find the right balance to support the tangible aspects of a contract without putting limits on the more intangible spirit of collaboration? Let have a conversation about it. What problems have you found in Agile contracting? What have you been able to learn about solving them? Reply in the comments or give me a shout out on twitter @zurcherart.
Attending Agile2013 this week in Nashville, TN?
Join Nancy Van Schooenderwoert and me as we describe Evolving Agile Contracts Through Validated Learning on Thursday at 9:00 AM(!). We will talk and tell stories about the contracting landscape that we explored together with Dave Campey and Bob Feigin.
Read the full blog post, find out what happens when a Scrum Master, an entrepreneur and a lawyer walk into a bar: Seeking: A Balanced Agile Contract,
“We sell three star fluency and we deliver one star.” I’ve been thinking a lot about this statement James Shore made in his closing XP2013 keynote at the beginning of the month.
I also keep thinking of our own claim that “most Agile transitions fail… something is devouring the promised benefits for breakfast.” That’s what Olaf Lewitz and I said in our own workshop at XP2013.
My take aways are:
I’ve been making the Agile Fluency model explicit with the people I’m working with (from participants in an intro class to mangers I’m coaching) and discussing the benefits and costs identified. (Keeping in mind as Diana is fond of saying ‘All models are wrong, including this one…and some are useful’.) For me this has measurably changed the conversation and helped me both appreciate the culture as it is and coach the people I work with in understanding what kind of transformation they are working on. We can create strategies together for gaining the fluency that they need and want. .
I’m convinced that by making the fluency model explicit we are able to design (and test) more successful transformation missions. It’s also the fluency model that lets me appreciate the culture I’m working in. By making the model explicit with the people I work with, I hope I’ve got an answer to the quality problem in our line of work that we’re promising one thing and delivering another. By explicitly designing our strategies around the trade-offs that come at each level of agile fluency we are able to recognise and promote effective transformation in each organisation.
What is Agile Fluency? Find out: Your Path Through Agile Fluency
Now, I want to find new ways to hack learning cultures using fluency. How do you think these fit together? What are the next steps for combining fluency and culture hacking? How do we create more successful transformations with this information? What are your thoughts?
Are you looking to take your Agile Transformation to the next level? Do you need to regroup and relaunch your Agile mission after what seems to be a disappointing failure? Or would you like to understand more about the Agile fluency model and culture hacking? I have some availability in my coaching schedule to work together (face to face, or by phone and email). Contact me.
(Note: inconsequential spoilers ahead for Mad Men S6 E4. Oh, and some bigger reveals from Season 1.)
Is this your office?
“Everybody’s scared there. Women crying in the ladies’ room. Men crying in the elevator. Sounds like New Year’s Eve when they empty the garbage, there’s so many bottles.”
That’s how Don Draper’s secretary Dawn described her office life to her friend in this week’s episode of Mad Men.
But what about Dawn’s first observation? Women crying in the toilet, and men crying in the elevator. Not because they are overworked. But, because they are scared.
How’s the culture where you work?