power in teams version2
TRANSCRIPT
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Power in Agile Teams
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Who am I
Caoilte Dunne
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Why power?
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4 years ago ….
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It did not go well ...Poor post-project reviews
Both included very strong negative sentiments about my level of dominance
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Unfortunately This was part of a pattern
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I was effective…
Passionate Opinionated Strong Willed
Was I effective..?
Bruised EgosConflictStress
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Rightly I was moved sideways
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Luckily, this time, I took notice …
I became interested in power equalization in teams
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What will I be covering
1. Teams2. Power in teams3. Power Equalisation4. Nudging your team
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1. Teams
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What is a team?
GOAL
Jack Alex Bob
Mary Sue Robin
Courtney
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Who makes up a team
Jack Alex Bob
Mary Sue Robin
Courtney
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There are lots of relationships in a team
Jack Alex Bob
Mary Sue Robin
Courtney
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There are lots of relationships in a team.
Jack Alex Bob
Mary Sue Robin
Courtney
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There are lots of relationships in a team..
Jack Alex Bob
Mary Sue Robin
Courtney
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It gets even more complex!
Jack Alex Bob
Mary Sue Robin
Courtney
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Why teams?
Teams can see more.
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Why teams?
Team can know more.
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Why teams?
Teams can do more.
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What makes a great team
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Psychological Safety
Jack Alex Bob
Mary Sue Robin
Courtney
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Mary puts out a Challenge to groups status quoJack Alex Bob
Mary Sue Robin
Courtney
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Not BulliedJack Alex Bob
Mary Sue Robin
Courtney
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Not Laughed atJack Alex Bob
Mary Sue Robin
Courtney
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Not ostracizedJack Alex Bob
Mary Sue Robin
Courtney
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Never made to feel like shitJack Alex Bob
Mary Sue Robin
Courtney
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OK - you can talk with safety. What else?
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Ensure Everyone has their say
Jack Alex Bob
Mary Sue Robin
Courtney
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Not just the assertive
Jack Alex Bob
Mary Sue Robin
Courtney
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Everyone !
Jack Alex Bob
Mary Sue Robin
Courtney
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Teams have:● Individuals● Relationships between individuals● The perception of those relationships by other team
members
Great teams need:● Psychological safety ● Everyone to have a say
Teams are complicated!
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2. Power in teams
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Power
Your will
<use of power>
Achieved outcome
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How people who wield power see themselves:
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How other people see them:
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Hard powerSoft power
Individual abdication of powerContextual abdication of power
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We are going to focus on team meetings
Jack
AlexBob
Mary Sue Robin
Courtney
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First let’s look at Hard Power
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The team have been asked to find the next cool refreshing beverage.
The Opportunity
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This is our team.
Jack Alex Bob
Mary Sue Robin
Courtney
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They are forming a solution..
Jack Alex Bob
Mary Sue Robin
Courtney
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Courtney has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
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Alex does not agree.
Jack Alex Bob
Mary Sue Robin
Courtney
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How Does Courtney Get Her Solution?
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Legitimate Power
“With respect Alex, this is the direction we are taking.”
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“Alex I know that you like that idea, but if we do my way maybe we will have time to do your pet project.”
Reward Power
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“Alex I don't want to have this conversation again - you know your performance review is coming up”
Coercive power
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So who loses out?
Everyone involved (and more).
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Jack Alex Bob
Mary Sue Robin
Courtney
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Jack Alex Bob
Mary Sue Robin
Courtney
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Jack Alex Bob
Mary Sue Robin
Courtney
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The Idea! (worst of all)
Jack Alex Bob
Mary Sue Robin
Courtney
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Why does this happen?
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A flaw in the Human Operating System (OS) (1st)
Obedience
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Soft Power
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A cool tie in to Pixar's latest hit.
The opportunity:
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They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
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Robin has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
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How does Robin get her solution?
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“I was told by marketing that this is what they want.”
Informational Power
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“In my opinion we should not do this , everyone knows don’t fight Conway's law.”
Expert Power
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“Let's do it this way.”
Referent Power
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It has the same downsides as Hard Power
● The team is less invested.● The relationships become strained.● The idea is less.
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So why does this happen?
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A flaw in the Human OS (2nd)
Overconfidence
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Individual Abdication of Power
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Next great dental hygiene product.
The opportunity:
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Jack Alex Bob
Mary Sue Robin
Courtney
They are evaluating an idea..
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Robin has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
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Jack Alex Bob
Mary Sue Robin
Courtney
But it’s Jack we are interested in.
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Why does Jack not get involved?
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Does not like to be noticed.
“...”
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Feels like she has nothing to add..
“I can’t say that.. ...it’s stupid”
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Likes to talk One-on-One
“I just wanted to have a word about what we discussed in the meeting.”
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This is really hard to see..
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So why does this happen?
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A flaw in the Human OS (3rd)
Insecurity
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Contextual Abdication of Power
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The next generation of AI. To help humans accomplish tasks faster and smarter.
The opportunity
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They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
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Courtney and Robin have a solution..
Jack Alex Bob
Mary Sue Robin
Courtney
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Once suggested all the other ideas are discarded.
Jack Alex Bob
Mary Sue Robin
Courtney
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They are like Bob and Mary in perspective..
“I was thinking the exact same thing.”
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They don’t like conflict.
“Yeah … that seems like a good idea.”
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They want the meeting to end!
<Been in this meeting forever - let's just agree>
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So why does this happen ?
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A flaw in the Human OS (4th)
Conformity
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Power in Meetings
Hard power Obedience
Soft power Overconfidence
Individual abdication of power
Insecurity
Contextual abdication of power
Conformity
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Now with some context:
Let me explain what I learnt about myself.
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Expert Power was/is my drug of choice.
I had no idea.
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I thought it was a good thing...
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But the effect remained the same
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3. Power Equalisation
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The first step is a realisation
We, as humans, have a drive to work communally.
We, as humans, are not always very good at it.
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So what can we do
Impose structure
Change behaviours
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Before the meeting
During the meeting
Let’s focus on the team meeting
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You know best
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Before any meeting
You have space and time.
This is the long game
All the time
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Build Rapport
Be interested in other people
Listen to your team
Take the time to understand
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Master your self talkMake sure you value your own opinion
Brave is overcoming fear not its absence
Fake it till you make it
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Culture of ideas
Suspended Judgement
Valuing Diversity
From P.C. to Respect
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Agree how your team make decisions
Who makes decisions
Majority (50% , 75%)
Silence is not consent
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Group Norms
Externalise Values/Mindset
Highlight power equalization
Practical Concerns
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Before the meeting
You have a focus
You have a place
You have a time
All the time
Known meeting
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Facilitate the meeting (before)
Ensure agenda is sent ahead of time
Structure the meeting
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Work with people before handFor the less outspokenensure they know why they are invited
For alphas let themselves expel energy now as opposed to in the meeting
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Check your imposter syndrome
Compare yourself fairly
You deserve the role you have
You deserve self respect
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Do what you need to be confident
Power poses before meetings
Meditation /Mindfulness
Visualize
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Write what you want to say beforehand
Give yourself space
Give yourself time
Give yourself permission
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In a Meeting - Everyone gets a say
When you don’t participate enoughorWhen the team doesn’t participate enough
All the time
Known meeting
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Facilitate your meetings (during)
Ensure structure
Echo , Paraphrase
Bring in the reluctant voices
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Agree when someone says your point before you
Amplification
Make yourself part of the conversation
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Get your position out early
People who talk early have more influence
Before the alpha takes control
Before the alphas make it about them
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Practice your script
When you are interrupted
When you are dismissed
When someone takes your idea
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Don’t “Vague” it up
Be aware of qualifying language
‘Sorry’ , ‘Perhaps’ , ‘just a thought’
Don’t swamp your awesome point with weakness
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Letting others have their say
When you have a tendency to dominateorWhen you have a strong alpha in your team
All the time
Known meeting
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A ‘Round’ before discussion
Go a-round the table
Everybody states their initial position
No interruptions
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Treat new ideas as experiments
Awesome for limiting expert power
Very effective because it focuses on impact
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Have more than one option
Get away from rail roading
Other options come from somewhere
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Nominate someone as devil's advocate
Permission is given to be critical.
Dissenting point of view becomes required.
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Include when challenged
Ask for solutions from the challenger
“What should we do differently”
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Let yourself recharge
When you give your opinion , you then need to “recharge”
Before you talk again wait for:● 30 secs of silence; or● Someone else to give their opinion
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So lots there !
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Before any meeting
● Build rapport● Master your self talk● Culture of ideas● Agree how your team make
decisions● Group Norms
All the time
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Before any meeting
● Facilitate the meeting (before)
● Work with people before hand
● Check your imposter syndrome
● Do what you need to be confident
● Write what you want to say beforehand
All the time
All the time
Known meeting
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In a Meeting - Having your say
All the time
Known meeting
● Facilitate your meetings (during)
● A ‘Round’ before discussion ● Agree when someone says
your point before you● Get your position out early● Don’t “Vague” it up● Practice your script
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In a Meeting - Letting others have their say
All the time
Known meeting
● Treat new ideas as experiments
● Have more than one option● Nominate someone as
devil's advocate● Include when challenged● Let yourself recharge
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4. Nudging your Team
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Start with the why
Psychological Safety
Everyone giving their view
Increased quality of ideas
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Some ideas you might have heard recently…
Build rapport
Treat all new ideas as experiments
Facilitate your meetings
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Create a commonality of interest
Agree (with what you can)
Build ( On what's shared)
Compare (the differences)
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Gauge the Awareness
How self aware is your team's alpha ?
How self aware are you ?
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Don’t let someone else dictate your value
You will get what you tolerate
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What does a healthy meeting look like?
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A fun, unpowered toy
The opportunity:
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They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
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Jack Alex Bob
Mary Sue Robin
Courtney
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Consensus
Jack Alex Bob
Mary Sue Robin
Courtney
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This leads...
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To a great idea!
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How goes my journey?
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I have discovered change is hard.
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But not impossible.
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In Summary
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● If you talk too much - talk less, talk last.● If you tell people what to do - ask more
questions.● If you never speak, the team needs you
to speak up.
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It's in your hands
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No really
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It’s up to you
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That's it!
Any questions?
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ReferencesFacilitator’s guide to participatory decision-making - Sam KanerTeamwork is an Individual skill - Christopher M AveryGroup Dynamics for Teams - Daniel LeviCrucial Conversations - Patterson , Grenny , McMillan ,Switzler
Thanks to Kirsty , Sol , Dom ,Erin ,Nuz and Paula Felicity , Iseult , Helen , Tanya, Lee and PeterAnd as always My Girl
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ReferencesVarious resources about gender and meetinghttp://time.com/money/4450406/men-interrupt-talk-more/https://www.washingtonpost.com/news/powerpost/wp/2016/09/13/white-house-women-are-now-in-the-room-where-it-happens/https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=enhttp://www.csmonitor.com/USA/Politics/2016/1008/How-women-lead-differentlypsychological safety and googlehttp://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.htmPowerhttps://hbr.org/2016/10/dont-let-power-corrupt-youSelf Talkhttps://melissaambrosini.com/wealth/7-things-you-must-stop-letting-your-mean-girl-tell-you/Imposter syndromehttp://www.forbes.com/sites/margiewarrell/2014/04/03/impostor-syndrome
Twitter : @CaoilteDunneLinkedIn : CaoilteDunneSlideshare : http://www.slideshare.net/caoiltedunne/poweragilty-and-wicked-enviroments-67607828
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Other Info
Link to slideshttp://www.slideshare.net/caoiltedunne/power-in-agile-teamsTwitter : @CaoilteDunneEmail : [email protected]