software for your mind
TRANSCRIPT
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Software for Our Minds
Patterns and Anti–patterns for creating and maintaining a shared vision.
Abstracted and edited fromSoftware for Your Head: Core Protocols for Creating and MaintainingShared Visions, Jim and Michele McCarthy,Addison Wesley, 2002.
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Team and Team Building
Team = Product is a core philosophy that says:
The behavior of the team directly maps to the qualities of its work product, and vice versa.
If we want a work product with certain characteristics, we must ensure that the team has those characteristics before the work product is developed.
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Building Teams Through Coaches
Coaching teams is a critical success factor for our “self directed” management style
Having coaches that understanding the core process of “teaming” and “team building” is the starting point.
This was poorly understood in the first round of “team building.”
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This Presentation …
Is abstracted from Jim and Michelle McCarthy’s book Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision.
Is edited to fit the CH2MHILL Strategy and IT Leadership process.
Puts forward a “new” idea that may take some time to absorb.
Is one approach to moving forward into the world of “commercial best practices,” but also one that has proven successful at the McCarthy’s former employer - Microsoft
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Patterns and Anti–Patterns
Pattern – describes solutions that yield desirable results. Patterns are a means of transmitting solutions to
common problems. The pattern is not the solution, it is the means
to the solution.
Anti–pattern – describes solutions that yield undesirable results. Anti–patterns are conventional wisdom, coded
as the opposite folly. Anti–patterns have False Solutions, but the
Actual Solutions are more difficult to implement.
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Meeting Management
Never do anything dumb on purpose.
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Meeting Check–In
Problem
Our results are unsatisfying.
Solution
Publicly commit to rational behavior and efficiently disclose our feelings at work.
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Meeting Check–Out
Problem
When we can’t be mentally present, we stay in a meeting anyway, regardless of the cost to our false presence to our self and our team
Solution
When we are not contributing, we must leave the environment without distracting our teammates.
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Passer
Problem
We “go along” with group activities that we don’t believe in, with increasing cynicism and a sense of powerlessness for our self and our team.
Solution
Explicitly decline to participate when we don’t want to do something productive.
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Connection
Problem
Others have desirable qualities that we lack, and vice versa.
Solution
Connect before transmission; get close enough to others so that all will share the desirable qualities.
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Too Emotional
Problem
We think that we or others are too emotional at work.
False Solution
Constrain our emotions.
Help others do the same.
Actual Solution
Maximize our emotional abilities and support them in others.
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No Hurt Feelings
Problem
We don’t want to hurt the feelings of our teammates, so we fail to add the value we have to our team’s work product.
False Solution
If we can’t find a way to tell a truth without upsetting people, we don’t speak.
Actual Solution
Focus on team results, not on team member’s feelings.
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Wrong Tolerance
Problem
We tolerate behaviors that don’t work well.
False Solution
We learn to live in the “real world” or complain to others who we think can fix the problem.
Actual Solution
Acknowledge that if we tolerate it, we insist on it.
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Team = Product
Problem
It is easy to identify symptoms but difficult to diagnose team problems and take the appropriate steps for their remedy.
Solution
Team = Product.
What is in the team will be it’s work product.
What isn’t, won’t.
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Self Care
Problem
We take care of others and expect them to take care of us.
Solution
Take care of ourselves.
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Thinking and Feeling
Problem
We act on our feelings without thinking, or act while ignoring our feelings.
Solution
Check both our “thinking and feeling” and the “thinking and feeling” of others.
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Pretend
Problem
We reject new alternative beliefs before we understand them.
Solution
Don’t resist a new idea.
“Pretend” that it is valuable and experiment with it, until we understand it.
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The Greatness Cycle
Problem
Mediocrity.
Solution
Smartness leads to greatness, via presence, integrity, conflict, and passion.
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Decider
Regular excuses and exculpatory stories are often used to rationalize ongoing half–heartedness or failure must be neutralized up front by the team’s simple requirement:
Unanimity before action
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Decider
Problem
Our team’s decision process does not provide each member with an explicit say, or provide a means to hold members accountable for the result.
Solution
Use a reliable, unanimity–driven process within the team.
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Resolution
Problem
We have difficulties reaching unanimous support for a proposal.
Solution
Only talk about what it will take to get the outlier “in.”
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Work with Intention
Problem
We don’t know if our behavior will be what we want.
Solution
Decide on our intention before we act or speak.
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Ecology of Ideas
Problem
We don’t get the best ideas into our work product or processes.
Solution
Create a healthy “Ecology of Ideas.”
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Resolution Avoidance
Problem
We don’t deal efficiently with conflict because we’re afraid of it.
False Solution
Lay low.
Don’t cause problems.
Avoid conflict.
Actual Solution
Seek resolution.
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Oblivion
Problem
We act according to habit or business norms instead of mature thought, informed intention, and creativity.
False Solution
Blame others, or say, “it was out of our control.”
Actual Solution
Treat every problem as if we could actually do something about it and as if we are personally accountable for the solution.
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Turf
Problem
When getting results is difficult we focus on “role” definition.
False Solution
Create individual ownership.
Police boundaries around work responsibilities.
Actual Solution
Share all turf with anyone who wants to help.
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Boss Won’t Give Power Problem We’re afraid that a team will
go the wrong way if team members make more decisions.
False Solution Control of teams reporting to
us. Don’t support ideas or
practices that interrupt this control.
“This project is not a democracy.”
Actual Solution Insist that team members
grow up. Encourage them to reach
their full possible potential. Parents are not required in a
mature work place.
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Team Quackery
Problem
Team performance is deteriorating.
There are always remedies at hand, like the nostrums of the past.
False Solution
Improve “team work” or add new “processes.”
Actual Solution
Lead and participate in team solutions that focus solely on results.
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Aligning
Personal goals motivate people; team goalsmotivate teams. Team goals are derived from Visions. Visions are derived from personal goals.
Tie Goals to Vision
Tie Vision to Goals
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Alignment
Problem
We think there are not enough people or other resources to get the job done well.
Solution
Align the team around what each member wants.
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Not Enough People
Problem
We blame a headcount shortage for our lack of results.
False Solution
Add more people, remove features, push out schedules.
Actual Solution
Instead of adding head count, make the heads we have count.
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Align Me
Problem
In a work session we can't or won’t come to the point; instead we specify bogus “wants” or are “passive.”
False Solution
Be patient.
Play along.
Offer lots of help.
Don’t offend.
Actual Solution
Be intolerant of blather, obfuscation, confusion, and passivity.
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Personal Alignment
Problem
We don’t know what we want.
Solution
Discover what we want, tell our teammates what that is.
Ask for their help.
Expect them to do likewise.
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Investigate
Problem
We see others as better than ourselves.
Communication barriers prevent us from stating this clearly.
Solution
Inquire into one another as a naïvely curious and nonjudgmental investigator.
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Receptivity
Problem
When we feel stress, we assume that something is missing.
Solution
When we feel stress, we are not receiving what’s available to us.
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Web of Commitment
Problem
It’s difficult to know what we want.
It’s even more difficult at ask others for help.
Solution
Create a structure within our team that will help us get what we want.
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Ask for Help
Problem
We act as if help won’t help.
Solution
Use each other as a resource.
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Shared Vision
A shared vision is not a statement or goal, it is a “state of being” which is intentionally created by a mature team.
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Shared Vision
Problem
We work without first together deciding what we are going to create.
Solution
First and always, make sure our team is aligned around our vision.
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Meta–Vision
Problem
There is no purposeful, institutionally supported approach to the management of Visions.
Solution
Envision the practice of Vision making and then practice it continuously.
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Far Vision
Problem
We work hard, burn out, and wonder why we bother.
Solution
Insist that all projects have a long term noble purpose.
Our first and foremost noble purpose is to “Close the site…”
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Version of the Vision
Problem
We have an unwieldy list of features or demands from our customers.
Solution
Create a sequence of “solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer.
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Blinder
Problem
Our team is sometimes hindered by its blindness to the need to create a “Shared Vision.”
False Solution
Go along.
Get along.
Vision is someone else’s job.
Actual Solution
Don’t work on a team without a “Shared Vision.”
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Technicality
Problem
People are categorized as technical or non–technical, and technical seems “better.”
False Solution
Control the participation of the technical members.
Actual Solution
Evaluate people on the basis of results.
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Recoil
Problem
After achieving something of significance, we experience a feeling of hopelessness, anxiety, or guilt, and a sense that the achievement was without meaning altogether.
False Solution
Back off a bit. Be more “realistic.” Don’t attempt to achieve at such a fast pace.
Actual Solution
Get mad. Get help. Decide to recommit to greatness.
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Feedback
Problem
There is no standard way to gain value for our work or personal performance from another person.
Or to add our value to the work product or the personal performance of another person.
False Solution
We give or seek feedback.
Actual Solution
When asked, rank the creative products of individuals and groups, detail the positive basis for the ranking, and describe additional attributes that we believe would make the work product “perfect.”
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Is All This a Bunch of Hooey?
Simple Answer?
NO!
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Team Building Boot Camp
McCarthy runs a “boot camp” for IT developers and their managers.
This is the Microsoft style extracted and refined.
Other firms have similar “culture” training activities
Booze Allen Hamilton
General Electric
Chevron
Boise Cascade
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How to See This in Context
Preserve:Core ValuesCore Purpose
Change:Culture PracticesOperating PracticesGoals & Strategies