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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
2002
faces for ESL
WTH faces
What does “being team” mean?
tons of
books
the Tuckman model
the Tuckman modelBruce Wayne Tuckman, 1965
the Tuckman modelBruce Wayne Tuckman, 1965
the Tuckman modelBruce Wayne Tuckman, 1965
Forming Storming Norming Performing Adjourning
Forming Storming Norming Performing Adjourning
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.”
Forming Storming Norming Performing Adjourning
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
Forming Storming Norming Performing
Pseudo-Team Potential-Team Real-Team
Project
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
Forming Storming Norming Performing
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
Forming Storming Norming Performing
Pseudo-Team Potential-Team Real-Team High Performing Team
Forming Storming Norming Performing
Pseudo-Team Potential-Team Real-Team
Project
High Performing Team
how?
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
We can’t solve it!Vi
sual
ise
We CAN act here!
Conflict
Bad Impacts
We can’t solve it!Vi
sual
ise
We CAN act here!
Actions to minimise
Conflict
Bad Impacts
We can’t solve it!Vi
sual
ise
We CAN act here!
Actions to minimise
Conflict
Bad Impacts
We can’t solve it!Vi
sual
ise
We CAN act here!
Actions to minimise
Norming
Forming Storming Norming Performing Adjourning
your turn!
Conflict
Bad Impacts
We can’t solve it!Vi
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
