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5/15/13
MarkKilby.com 1
What does your Team Value?
Tampa Bay Agile Mark Kilby
May 15, 2013
Mark
Mark Kilby / Agile Coach
@mkilby– twitter
About.me/mckilby
Many roles in So7ware since 1990
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Seen these results?
Storm patterns
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Agenda
Conflict & Collabora@on
Mapping Your Values
Mapping Team Values
When To Use It
When Things S@ll Go Wrong
CONFLICT & COLLABORATION
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Jean Tabaka
Agile Fellow, Rally Software
Our point of view…
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Collaboration invites Conflict
Forming
Storming
Norming Performing
Constructive
Tuckman, 1965
We cannot avoid storms of conflict…
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Christopher Moore’s
“The Mediation Process: Practical Strategies for
Resolving Conflict”
SOURCES of
Data
Rela@onship
Structural
Interests
Values
CONFLICT
Courtesy of Jean Tabaka
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Navigating
Data
Rela@onship
Structural
Interests
Values
CONFLICT • DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
• STRUCTURAL – someone of unequal power in conversation
• Approaches: clear purpose and agenda, working agreements
• INTERESTS – competition for resources; scarcity mindset
• Approaches: active listening and rigorous facilitation to level playing field
Courtesy of Jean Tabaka
Values
Data
Rela@onship
Structural
Interests
Values
CONFLICT • Most challenging form of
conflict
• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments
• Effective?
Courtesy of Jean Tabaka
Challenging Beliefs
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MAPPING YOUR VALUES
We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
Values of AgileManifesto.org
Individuals & interac0ons Processes & tools over
Working product Comprehensive documenta@on over
Customer collabora0on Contract nego@a@on over
Responding to change Following a plan over
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Scrum Values Commitment Focus Openness Respect Courage
XP Values Feedback Simplicity Communication Respect Courage
Lean Principles
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole
Better to find out what you value…
• We use values every day
• But do we know what we value?
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Agile Manifesto • Representatives from various
“lightweight methodologies” sympathetic to a need for an alternative to documentation driven, heavyweight software development processes convened.
• On February 11-13, 2001, at Snowbird ski resort, seventeen people met to talk, ski, relax, and try to find common ground.
What emerged from this meeting was a symbolic Manifesto for Agile Software Development, signed by all participants.
sympathetic to a need
Courtesy of
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Try to find common ground
WIIFM?
Courtesy of
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MOUNTAINS & VALLEYS EXERCISE
Mountains & Valleys: Find Milestones
• Think of 4-6 key milestone events in your life that were “life changing” (you can have more)
• Place a point on the Timeline representing each event – If it was positive, place it “above the line” representing
how fulfilling it was – If it was negative, place it “below the line”
representing how impactful it was
Adapted from hZp://www.culturesync.net/happiness
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Adapted from hZp://www.culturesync.net/happiness
S A T I S F A C T I O N
TIME
Adapted from hZp://www.culturesync.net/happiness
S A T I S F A C T I O N
TIME 2013 2003 1993
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Adapted from hZp://www.culturesync.net/happiness
S A T I S F A C T I O N
TIME 2013 2003 1993
A
B
C
D
E
F
Mountains & Valleys: Find Values
• For each positive event, what values were most present for you? (write those on the second sheet)
• For each negative event, what values were most absent for you? (write those on the second sheet)
Adapted from hZp://www.culturesync.net/happiness
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Adapted from hZp://www.culturesync.net/happiness
Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Mountains & Valleys: Find Values
• Looking at the list of values for each event, do you see any “deeper” value? (add that value to the event)
• Looking across all the events and values, what value do you see commonly popping up? (circle them)
• For those values and events circled, try to summarize into 4-6 values and write them in the center boxes
Adapted from hZp://www.culturesync.net/happiness
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Think back…
Did you see “common patterns” that explained your mountains and valleys?
Did you find anything that surprised you?
MAPPING TEAM VALUES
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Ways to Boot Up a Team
• Lyssa Adkins’ book: Coaching Agile Teams
• Christopher Avery’s Team Orientation Process & book
• McCarthy Core Protocols in book: Software for your Head
• Larsen & Nies’ book: Liftoff • Mezick’s book: The Culture
Game • … all have great approaches
for establishing “working agreements” within the team
But rarely does anyone discuss what they value
… or explore conflicting values
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But rarely does anyone discuss what they value
Values
Data
Rela@onship
Structural
Interests
Values
CONFLICT • REMEMBER: Most challenging
form of conflict
• We can’t avoid it, but maybe we can visualize the differences and predict where it will occur
Courtesy of Jean Tabaka
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Describing Values as Preferences
• Think back to Your Core Values
• Can you describe them as preferences in your current context?
Working together
Explora@on
VALUES CHART Project: I would rather pair than work solo on a project
Presentation: I would rather have exercises and Q&A than talk to a bunch of slides Chores: Repetitive work makes me numb
VALUE CONSTELLATIONS EXERCISE
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Think back…
• How might you use this to develop working agreements?
• What was helpful?
• What might you do different?
WHEN TO USE IT
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When to use it?
• Adkins, Avery, Larsen, Nies: Right Away!
• Logan & Berquist (Tribal Leadership): Not so fast! 1. If team forming, get them delivering (sprinting) 2. If team ineffective, get everyone pulling their
weight first 3. If group is internally competitive, develop an
“authentic collaborative interest” (see Avery’s Team Orientation Process)
WHEN THINGS STILL GO WRONG
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ChristopherAvery.com © 1991-2007 Christopher Avery. Responsibility Process and Keys to Responsibility are trademarks of Christopher Avery and Bill McCarley. Responsibility Redefined is a trademark of Christopher Avery.
TTThhheee RRReeessspppooonnnsssiiibbbiiillliiitttyyy PPPrrroooccceeessssss™™™
RESPONSIBILITY
OBLIGATION
SHAME
JUSTIFY
LAY BLAME
DENIAL
QUIT
Learning
Anxiety
“An upset is an opportunity to
learn”
1) Launch your team; get sprinting 2) Map your values 3) Map team values 4) Develop values-based working
agreements 5) Take them to the next level!
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THANKS! from your
Storm Chaser
Mark Kilby / Agile Coach
@mkilby– twitter
About.me/mckilby
References: