I am finding this session to be too basic for someone like me – better for programmers, I would guess. Decided to bail out and go to Al Shalloway Session.
Moved to Al Shalloway session – Jim Highsmith appeared making me feel validated, a bit, but he ran out. I am guessing to Jeff Sutherland session. I am not going to that because, well, I have attended amazing Jeff Sutherland sessions. (more…)
I had promised Carsten to attend his presentation, so I only attended half of Esther Derby’s. I am so happy I saw her speak. She’s incredible. These were my rough notes, but I’ve gone in and edited to give my own reactions.
60 percent info in the start – build foundation, real team, goal, information.
Enabling conditions: info, expertise, material support, connection to org
Adapted from Thomas and Kilman, she showed a grid for to use as tools for analyzing how we respond to conflict. These words below were dimensions on a grid and you would place yourself on one of the squares.
Proactive
Collaborate
Compete. Compromise. Accommodate
Avoid
Reactive
……..
Next Esther took a look at sources of conflict. She had a great diagram that had:
Structure (as the top layer)
Task (a column header)
Missing or misunderstood communication
Hardened positions
Interpersonal (a second column header)
Values
Preferences
Past history
When negotiating conflict, just getting clear can solve a lot of issues.
………
Another source of conflict is lack of transparency. Withholding from the team members.
[This I view as a major teaching for traditional advertising, which tends to follow the Broadcast paradigm through and through. We think up information and Broadcast it at you. It is not so much a conversation.]
………
(ran over to hear Tom Poppendieck and Carsten Jakobsen Lean team fixes)
Main recommendation in this talk was to use A3 Demming approach, as recommended too by Jeff Sutherland. I’ve also tried this with my teams and have found very effective. For more info on A3, see here.
-spoke about root cause analysis
-A3 problem solving with teams facing the same problem
“simplify critical decision making”
Only way to get improvements is to ask people to solve their own, not other’s problems. Judoka
Ready velocity > done velocity
[Went to “Agile Game Incubator” session workshop as I felt extremely tired (running a little fever). This was a useful session that taught us how to create games to teach teams in a very engaging way. The first step we went through was to identify a large issue, break it down into its parts, pick the three most important parts, then design a game to help teams understand how to work together better. My team designed a game that challenged people to create a balloon person (balloon head, features drawn on, pipe cleaner body) within a few moments. Another team, lead by a guy from UK, designed a quick game involving putting out numbers of fingers. Another team designed a tower. The interesting thing was in how the teams worked together to create the games. So there was a completely meta level for the exercise. I’d suggest to Michael and Don to actually surface this as part of the exercise, to stop people and have them report in about *how they worked together to create the game.* I may do this myself in the future.]
First identify the problem then break down into contributing factors.
Aspects chart: who, when, timing, type of game ( physical, emotional, impressional)
Invention: inspiration / kiss / courage
Debrief ; questions and learning points
Allocate twice as long as game.
Sixteen practices: steps to agility
One really important point for me – “game your meetings” – announce your intention
Do you know why you are here?
Be purposeful.
A good game has:
1) opt-in participation
2) clear goal
3) clear rules
4) clear way to track progress
Your purpose as a manager is to grow your people.
If you can’t decide to attend, “have” to go to a meeting, you are not going to be happy.
Facilitated meetings:
– punctuality
– a clear purpose
– an agenda
– meaningful interactions
Convenor authorizes facilitator.
Establish what is normal – because we co-create “normal” implicitly and unconsciously.
High level of engagement is associated with great things. (I am feeling guilty cuz I was late to session and am taking notes! 🙂 )
Commitment, focus, and respect values are all expressed with punctuality – boundary setting.
Model the behavior you are seeking to propagate.
Great FAQ exercise. What Ifs…
Advice:
– reduce meetings to 45 minutes
– define “late”
– define invite protocols (rules for accept, decline, tentative)
– opt in
Structure your interactions with protocols
A lot of negotiation is waste – interactions that are not structured are negotiations.
Site: live in greatness: Gives core protocols.
Subject-verb-object-present tense – research this
Ugh levels of disclosure is associatedbwithbgreatness in teams. When you announce your intention others can help you.
Jim McCarty
Second question in Scrum is you announcing your intent: what am I doing today (next)
A vision is an epic statement of intent.
When drivers signal, you can help them.
Gaming your meetings:
– end meetings on time
If someone with higher authorization extends the meeting, frustrating. Makes you mad because not opt-in. Nothing great associated w that.
Jane McGonigal – book and TED talk
Is it true? Tolerance for mistakes in low-performing companies is low. (Apple?)
Managing visually is powerful: visual, shared, builds perception because pay attn
Cannot have a team without sharing.
Put a list on the wall and literally check things out as you gobthru meeting
Books: game storming and visual meetings
Kanban For meetings
Frequent inspection associates with greatness
Use iteration to manage complexity – inspect at end of each slice.
Manage boundaries – otherwise lose time and efficiency to negotiation
Tribal leadership, etc. – recommending to team sends message about what you value.
U of Illinois viscog – google that
Open the space – go beyond “let’s not go there” – open to dialogue and inquiry
Result is blocking resisting and constraining. Let people say in a group forum – people have to get heard.
Open space meeting – tribal meeting – world cafe
Fifth discipline sense
Personality poker Steve Shapiro
Authorization – ask people to opt in – do ot overstep – give people the opportunity to decide
Giving people chance to express motivation Fears helps open up space get to more open.
Meetings of three or more are better triads. (tribal leadership, Dave Summer)
To socialize, form a triad, that is how you move the needle.
Vodde
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