Agile CoachingThe team as a system
My name is CaoilteThe following story is based (at least in part) on my experiences in the last year
A team is born
Iteration 1
More pairing
Engage a UX pro
Iteration 2
Performance
Iteration 2
Aim for 70% Coverage
BA/QA Review
Iteration 3
Performance
Iteration 3
No Embedded QA
Start Mini Showcases
Iteration 4
Performance
Iteration 4
Embedded QA
Iteration 5
Performance
Iteration 5 Iteration N
Performance
Local maximum
Full XP
Full Kanban
The Cutting Edge
OR
OR
Performance
Stress
How our brain is wired
Stress
What we actually do
Chronic stress
Performance
Chronic stress
Performance
Chronic stress
Performance
The drift to low performance
Performance
The drift to low performance
Performance
The drift to low performance
Performance
High performance and the team
High Ratio of positive to negative interactionsEquals amounts of Advocacy to EnquiryStrong Shared Vision
Causal Loops
Positive
Focus on own goals
Stress
Treating others as a problem
Interaction
Collaboration
Coasting
Excessive advocacy
Illusion of consent
Consideration
Disengagement
and
Shared
Focus on own goals
Local Optimization
Focus on the now
Vision
Maybe an Agile Coach ?
● Expert in team dynamics
● Expert in Systems Thinking
● Expert In agile Practice
So they solve all our problems ?
Agile coaches only
How people change
Intentional
Change Theory
Shifting the burden to the Intervenor
It's not enough to adopt, you have to adapt
Reveal 1 : Revealing the team to the team
Retros
Build
Testing
ProcessTeam Identity
Team Makeup
System Thinking
Team focused
Deep Democracy
Jean-Léon Gérôme - Pollice Verso
Deep Democracy
Jean-Léon Gérôme - Pollice Verso
Reveal 2 : Revealing the team interactions to the team
Violent communication
Levels of conflict 554321 4321
Problem to solve World War
Reveal 3 : Revealing the team members to themselves
Impact feedback
Coaching with Compassion
Has our team been helped ?
Positive
Focus on own goals
Stress
Treating others as a problem
Interaction
Navigating Conflict
Awareness of others as people
Awareness of other viewpoints
Collaboration
CoastingIllusion of consent
Consideration
Disengagement
and
Going to the team
Awareness of impact on others Role in the
team
Personal worth
Excessive advocacy
Shared
Focus on own goals
Local Optimization
Focus on the now
Vision
Team goals Team values
Focus on Team Optimisation
A better chance
Performance
The Final Reveal
Positive Interaction
Shared Vision
Collaboration and
Consideration
Performance
The Final Reveal
Playfulness
Compassion
HopeRenewal
Renewal and Performance
Performance
Renewal and Performance
Performance
Renewal and Performance
Performance
Renewal and Performance
Performance
A quick summary
● Aim for o More positive interactions o Equal amounts of advocacy to inquiryo Strong shared vision
● Let the Team solve their own problems (make sure they have the tools)
● Be in a team that renews
The Start
You are part of a team
This is your chance to be part of an AWESOME team
References and AcknowledgementsReferencesThe Role of Positivity and Connectivity in the Performance of Business Teams: A Nonlinear Dynamics Model byMarcial Losada and Emily Heaphy http://www.factorhappiness.at/downloads/quellen/S8_Losada.pdfIntentional Change Theory by Richard E. Boyatzis http://case.edu/provost/ideal/doc/Boyatzis_2006_intentional_change.pdf Agile Coaching by Lyssa Adkins www.coachingagileteams.comResonant Leadership by Richard E. Boyatzis, Annie McKee http://www.amazon.com/Resonant-Leadership-Connecting-Mindfulness-Compassion/dp/1591395631Causal Loops http://systemsandus.com/2012/08/15/learn-to-read-clds/
AcknowledgementsMy girl , Kirsty, Karen , Sol , Jonathan , Sarah , The DiUS agile coaching sig , The DiUS Melbourne brown bag crowd
Thank you for listening !
Any Questions ?
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