Influencing Teams with Psychology

Self directed agile teams often don’t have hierarchical management. This session is about using psychological tools to influence team members who don’t report to you. If you need to influence others, this workshop will give you the tools. Through examples, exercises, and practice targeted to selling agile concepts, you will apply Cialdini’s psychological tools (reciprocity, scarcity, commitment consistency, authority, liking, and social proof) to craft persuasive positions.

Transcript

1. You Can’t Argue with That using     psychology     to  influence     charles.suscheck   @   improvingenterprises.com  
3. The Story Of  Tiffany   and  Erin  
5. Manipulation
6. Influence
7. Warning
8. Influence
9. Ideas Sell   Sustain  
10. Sell the idea Running  Example     Selling  a  Retrospec?ve  
11. Reciprocation  Give  to  receive  
12. If  a  person  gives  you  his   ?me,     he  can  give  you  no  more   precious  giC  
13. Set  a  rule   give  a  pass  
14. Reciproca?on   Management  promises  to  allow   ?me  to  work  on  retrospec?ve   items  during  sprints  if  you  are   willing  to  hold  retrospec?ve  and   you  are  commiFed  to  work  with   us  on  improving.      
15. Commitment Consistency People  loath   to  be  inconsistent  with     themselves  
17. Say  it   Write  it   Sign  it   Publically
18. Once  a  commitment  is  made,    it  is  oCen  followed  despite   changing  condi?ons    
19. Commitment  Consistency   People  have  recently  ques?oned   the  benefit  of  retrospec?ves.       Each  and  every  one  of  us  wants  to   improve  our  on  the  job   performance.    Retrospec?ves  are  a   technique  intended  to  improve   individual  and  team  performance   each  and  every  sprint.            
20. Authority People  are  more  willing  to  follow  one  who  they   aFribute  authority  or  exper?se    
21. The Milgram Experiment
22. Associa?on     can  infer  authority  
23. Authority   Reflec?ng  on  how  to  become  more   effec?ve  and  tuning  behavior  to   maximize  effec?veness  is  so   important  that  the  originators  of   agile  list  it  as  one  of  the  twelve   principles  behind  the  agile   manifesto.    Retrospec?ves  are  a   way  to  reflect  on  your  process.  
24. Scarcity People  find  objects  and  opportuni?es     more  aFrac?ve  that  are     scarce,  rare,  or  dwindling  
28. Scarcity   Next  week  we  will  have  a  coach   available  to  prove  retrospec?ve   facilita?on  for  individuals  or   groups,  and  will  share  examples   of  good  and  bad  retrospec?ve   items  from  this  session.    
29. Social   Proof People  are  more  willing  to  take  ac?on  if   similar  others,  are  taking  it    
31. Social  proof  can  lead  to  inac?on  
32. Social  Proof   Over  90%  of  the  groups  in  our   company  are  using  retrospec?ves.     Everyone  who  uses  scrum  has  used   retrospec?ves.  If  your  technique   needs  some  tuning,  let’s  work   together  on  it.  It  will  eventually   benefit  us  all.  
33. Liking People  prefer  to  say  yes    to  those  they  know  and  like    
35. Liking   Management  realizes  that   retrospec?ves  are  not  easy.  We   want  to  work  with  you  to  make   it  easier  and  less  stressful  to   develop  soCware.    
36. Ideas Sell   Sustain  
39. Pulling  it  Together   People  have  recently  ques?oned  the  benefit  of  retrospec?ves.    Each  and  every  one  of   us  wants  to  improve  our  on  the  job  performance.    Retrospec?ves  are  a  technique   intended  to  improve  individual  and  team  performance  each  and  every  sprint.               Numerous  studies  and  experts  agree  that  retrospec?ves  are  beneficial  when  executed   well.    Reflec?ng  on  how  to  become  more  effec?ve  and  tuning  behavior  to  maximize   effec?veness  is  so  important  that  the  originators  of  agile  development  list  it  as  one  of   the  twelve  principles  behind  the  agile  manifesto.     As  a  group,  we  have  commiFed  to  following  agile  development  through  the  scrum   process.    Retrospec?ves  are  part  of  the  process  –  obviously  one  that  we  all  need  to  get   beFer  at.     Management  promises  to  allow  ?me  to  work  on  retrospec?ve  items  during  sprints  in   return  for  your  willingness  to  hold  retrospec?ve  and  your  commitment  to  work  with   us  on  improving  efficiency/quality/delivery.       Management  also  realizes  that  retrospec?ves  are  not  easy.    It’s  no  simple  task  bring   out  good  retrospec?ve  items  and  put  them  in  a  form  that  can  be  ac?onable.    We   commit  to  providing,  upon  request,  retrospec?ve  coaching  for  individuals  or  groups,   and  will  share  examples  of  good  and  bad  retrospec?ve  items.     Retrospec?ves  are  a  good  way  to  improve  our  daily  work  lives  (and  who  doesn’t  want   that).      If  the  retrospec?ves  technique  needs  some  tuning,  let’s  work  together  on  it.  It   will  eventually  benefit  us  all.