what does your team value-tampa-v2-print - meetupfiles.meetup.com › 2388971 › what does your...

5/15/13

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What does your Team Value?

Tampa Bay Agile Mark Kilby

May 15, 2013

Mark

Mark Kilby / Agile Coach

[email protected]

@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

[email protected]

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


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?


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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S A T I S F A C T I O N

TIME



TIME 2013 2003 1993

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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)


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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


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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


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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

[email protected]

@mkilby– twitter

About.me/mckilby

References:

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