Go forth and self-organise! | strategies & tactics for building great teams 1stConf

A08b210e4da7e69cd792bddc1f4aae4b?s=47 eddieosh
February 26, 2018

Go forth and self-organise! | strategies & tactics for building great teams 1stConf

Presentation for workshop at the 1st Conference.Melbourne, 26 Feb 2018

A08b210e4da7e69cd792bddc1f4aae4b?s=128

eddieosh

February 26, 2018
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Transcript

  1. Ed O’Shaughnessy @agileeddie Go forth and self-organise! strategies & tactics

    for building great teams |
  2. About me {ed | eddie | edmund} I’m an Agile

    Coach & Change Agent within the Global Development team at Computershare I (try to) help people work together more effectively When I’m not being disruptive and typing up Post-It notes, you can find me @agileeddie All views expressed or implied are mine, and do not represent any organisation or anyone else, past, present or in the future of this or any other timeline
  3. #5 Build projects around motivated individuals. Give them the environment

    and support they need, and trust them to get the job done #11 The best architectures, requirements, and designs emerge from self-organizing teams #12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly Agile Manifesto Principles: http://agilemanifesto.org/principles.html
  4. “Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how

    best to accomplish their work, rather than being directed by others outside the team… The team model in Scrum is designed to optimize flexibility, creativity, and productivity.” “Development Teams have the following characteristics: They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality” “The Scrum Master serves the Development Team in several ways, including: Coaching the Development Team in self-organization and cross-functionality” “The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint” “By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment” “Every day, the Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint” The Scrum Guide™ http://www.scrumguides.org/scrum-guide.html
  5. But first… Why Teams?

  6. Collectively solve problems greater than one mind Apply skills mix

    beyond scope of any one individual Create fresh ideas and novel solutions Coordinate individual activities towards a bigger goal Provide members with mutual support and help Enable people to learn from each other and develop Generate sense of belonging and commitment. The Need for & Benefits Of Teams
  7. Team Efficacious Timely Affordable Trusted Value Feedback Customer 1 Great

    Outcomes 2 Improving Capability 3 Fulfilling Work
  8. An identity and coherence as an actual team Clear boundaries

    / guiderails A compelling direction that sets the team’s focus Inter-dependent work to achieve collective outcomes Enabling team structure that facilitates teamwork Membership stability over reasonable period Supportive organisational context & Coaching. What Makes a Team a Team?
  9. Let’s Form A Team…

  10. • Form into teams, take a team name • You

    are Wordsmiths creating new words for demanding Authors • You have 2 minutes • Note the first and last letters of each person’s given/first name on your team, e.g. EdmunD • Create the longest word you can from these letters of your team • Compare results
  11. An identity and coherence as an actual team Clear boundaries

    / guiderails A compelling direction that sets the team’s focus Inter-dependent work to achieve collective outcomes Enabling team structure that facilitates teamwork Membership stability over reasonable period Supportive organisational context & Coaching How Did We Do?
  12. Why Self-organis{ing}?

  13. “As the nature of software continues to shift towards continuous

    delivery, we are able to create a new type of conversation with the marketplace – a continuous one. We deploy products, observe, measure, interview, learn, and optimize in hours, not months. Decisions are made quickly. Directions shift overnight” ~ Jeff Gothelf https://hbr.org/2014/11/bring-agile-to-the-whole-organization
  14. Where does Self-organising fit in? https://www.infoq.com/articles/what-are-self-organising-teams Setting overall direction Designing

    the team and its organisational context Monitoring and managing work process and progress Executing the team task Manager-led teams Self- managing teams Self- designing teams Self- governing teams Management Responsibility Team’s Own Responsibility Agility Stability TENSION
  15. An appropriate set of skills and knowledge Collective ownership and

    accountability Control over work methods, team structure and coordination strategies Feedback about how well the team is performing Monitoring the environment and adapting its working methods accordingly Behavioural boundaries (core norms of conduct). What Enables Teams To Self-organise?
  16. Let’s Experiment With Our Team…

  17. • You have 5 minutes • You are Wordsmiths creating

    new words for demanding Authors • < A surprise! > • Note the second and penultimate letters of each person’s given/first name on your team, e.g. eDmuNd, add them to the pool • Create the longest word you can from all the letters of your pool • < Maybe another surprise! > • Compare results
  18. An appropriate set of skills and knowledge Collective ownership and

    accountability Control over work methods, team structure and coordination strategies Feedback about how well the team is performing Monitoring the environment and adapting its working methods accordingly Behavioural boundaries (core norms of conduct) How Did We Do?
  19. • You have 5 minutes • You are Wordsmiths creating

    new words for demanding Authors • < A surprise! > • Note the third and last-but-two letters of each person’s given/first name on your team, e.g. edMUnd, add them to the pool • Create the longest word you can from all the letters of your pool • < Maybe another surprise! > • Compare results
  20. An appropriate set of skills and knowledge Collective ownership and

    accountability Control over work methods, team structure and coordination strategies Feedback about how well the team is performing Monitoring the environment and adapting its working methods accordingly Behavioural boundaries (core norms of conduct) How Did We Do?
  21. Team Efficacious Timely Affordable Trusted Value Feedback Customer 1 Great

    Outcomes 2 Improving Capability 3 Fulfilling Work ?
  22. Tahani Al-Jamil AGE OCCUPATION ASPIRATION DOMICILE FLUENT IN PERSONALITY MOTIVATION

    Tahani wants a career change and has landed a gig with mumsnet.com writing cartoon strips to educate under-5’s. SITUATION The first cartoons have got a good response and now the editor wants to run a series focusing on language skills. NEEDS Tahani requires lots of long, funny, nonsense words that she can use in her cartoon strips to engage the audience and spark their curiosity about how words are created, used and modified. 36 Civil Engineer Children’s author Switzerland Five languages Demanding!
  23. Let’s Improve Performance…

  24. • You have 5 minutes • Reflect on how you

    worked as a team • What were your frustrations? • What worked well? • What are you confused by? • Have a conversation in your team then share your insights with everyone
  25. None
  26. We collaborate internally to compete externally

  27. Building Healthy Teams

  28. Inspection Transparency Adaptation

  29. SAFETY RESPECT HONESTY COURAGE TRUST Inspection Transparency Adaptation

  30. Psychological safety is a sense of confidence that the team

    will not embarrass, reject or punish someone for speaking up. It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves. Amy Edmondson Psychological safety and learning behaviour in work teams https://flic.kr/p/i8nEz
  31. https://flic.kr/p/i8nEz http://www.midss.org/content/team-learning-and-psychological-safety-survey

  32. Some Tools to Try

  33. https://www.questionwritertracker.com/quiz/61/Z4MK3TKB.html

  34. http://www.owlfoxdean.com/leadership-canvas

  35. http://theteamcanvas.com/

  36. Concern Influence Control Can directly control the situation to obtain

    desired outcomes No direct control but can influence / persuade others to do what you need to achieve You are concerned about the situation but have no direct or indirect control over it You respond to events Move into your control circle Focus on Your Circle of Control http://bioteamsmicroblog.blogspot.com.au/2012/06/control-versus-influence-versus-concern.html https://www.futureworksconsulting.com/blog/2010/07/26/circles-and-soup/
  37. Endorse Agree with reservations Disagree – cannot support Block “I

    like it and support it” “I can live with it and support it: I do have some concerns” “I wouldn’t stop the group, but I don’t want to be involved” “I veto this proposal” 1 2 3 4 Agreement Scale for Making Decisions https://www.ebgconsulting.com/Pubs/Articles/DecideHowToDecide-Gottesdiener.pdf
  38. Let’s Grow Our Team…

  39. Explore and Sustain Self & Team Reflection What Does Success

    Look Like in X Months? What do you bring to the team? What Makes a Great Team? What do you need to be personally successful? What do you expect from your team? What Would Abject Failure Look Like in X Months? What’s important to you & What pisses you off?
  40. • You have 5 minutes • In your teams explore

    the questions • Discuss these and note your insights • Share with everyone what you found • What was the biggest surprise for you? • What would be the easiest / hardest for you to use?
  41. What is the Manager’s role?

  42. • You have 5 minutes • In your teams explore

    how to help with self- organisation • If you’re a manager / leader, what can you do to help self-organising teams? • If you’re a team member, what do you need from managers / leaders for you to succeed at self-organising? • Share with everyone what you found
  43. Creating & Sustaining Self-organising Teams Communicate a clear, unifying purpose

    & direction Champion a supportive environment for teamwork. Delegate decision-making to lowest level reasonable Help the team learn how to work collectively Define team boundaries & protect team as an entity Nurture the development of psychological safety Facilitate interactions within and across teams
  44. How might we…

  45. None
  46. Recommended Reading

  47. http://a.co/9cePVl7 http://a.co/8usHLSH http://a.co/2pyw4s6

  48. References 1: Leading Teams: Setting the Stage for Great Performances.

    Richard Hackman http://a.co/9cePVl7 What Makes for a Great Team? Richard Hackman http://www.apa.org/science/about/psa/2004/06/hackman.aspx What Are Self-Organising Teams? Sigi Kaltenecker & Peter Hundermark https://www.infoq.com/articles/what-are-self-organising-teams Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2). 1999. Amy Edmondson http://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Group_Performance/Edmondson%20Psychological%20safety.pdf Bring Agile to the Whole Organization. Jeff Gothelf https://hbr.org/2014/11/bring-agile-to-the-whole-organization Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy, Amy Edmondson https://amzn.com/078797093X Building a psychologically safe workplace: Amy Edmondson at TEDxHGSE https://youtu.be/LhoLuui9gX8 What Google Learned From Its Quest to Build the Perfect Team. The New York Times Magazine, 25 Feb 2016. Charles Duhigg http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html The five keys to a successful Google team, Julia Rozovsky https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/ High-Performing Teams Need Psychological Safety. Here’s How to Create It https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it 3 ways to promote psychological safety in your team, Dr Todd Hall http://drtoddhall.com/3-ways-to-promote-psychological-safety-in-your-team/
  49. References 2: Design the Team You Need to Succeed, Christina

    Wodtke https://productcoalition.com/design-the-team-you-need-to-succeed-aeb98d396fcf Reading the Mind in the Eyes test (NB, needs Java and Flash to run) https://www.questionwritertracker.com/quiz/61/Z4MK3TKB.html Reading the Mind in the Eyes or Reading between the Lines? David Engel et al http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0115212 Team Learning and Psychological Safety Survey http://www.midss.org/content/team-learning-and-psychological-safety-survey Completing this 30-minute exercise makes teams less anxious and more productive https://qz.com/1046131/writing-a-user-manual-at-work-makes-teams-less-anxious-and-more-productive/ The Personal Leadership Canvas http://www.owlfoxdean.com/leadership-canvas The Team Canvas http://theteamcanvas.com/ Decide How to Decide, Software Development Magazine, vol. 9, no. 1. Ellen Gottesdiener https://www.ebgconsulting.com/Pubs/Articles/DecideHowToDecide-Gottesdiener.pdf How to build trust? Break it first. Julie Diamond http://juliediamond.net/home-page-blog/2065/ The Five Dysfunctions of a Team, Patrick Lencioni http://a.co/64Miph1 Drive: The Surprising Truth About What Motivates Us, Daniel Pink http://a.co/h2YodwM
  50. References 3: The Importance of Teams, The National Council for

    Voluntary Organisations https://knowhownonprofit.org/people/teams/about-teams-and-types-of-team/importance Tom Chi on Rapid Prototyping & Product Management, Martin Eriksson https://www.mindtheproduct.com/2015/07/video-tom-chi-on-rapid-prototyping-product-management/ Collaboration and the designer’s mindset, Jonathan Follett https://www.oreilly.com/ideas/collaboration-and-the-designers-mindset Embracing Agile, Darrell K. Rigby, Jeff Sutherland, and Hirotaka Takeuchi https://hbr.org/2016/05/embracing-agile Getting Teams To Deliver Predictably, Derek Huether https://www.leadingagile.com/2013/05/getting-teams-to-deliver-predictably/ Safe enough to try: An interview with Zappos CEO Tony Hsieh, McKinsey Quarterly https://www.mckinsey.com/business-functions/organization/our-insights/safe-enough-to-try-an-interview-with-zappos-ceo-tony- hsieh What Really Happened with Vista, Terry Crowley https://hackernoon.com/what-really-happened-with-vista-4ca7ffb5a1a Transforming Criticism into Wishes: A Recipe for Successful Conflict, Kyle Benson https://www.gottman.com/blog/transforming-criticism-into-wishes-a-recipe-for-successful-conflict/ Inside the debate about power posing: a Q & A with Amy Cuddy, David Biello https://ideas.ted.com/inside-the-debate-about-power-posing-a-q-a-with-amy-cuddy/ High Performance Via Psychological Safety, Joshua Kerievsky https://www.linkedin.com/pulse/high-performance-via-psychological-safety-joshua-kerievsky/
  51. References 4: Five questions about psychological safety, answered. Wendy Hirsch

    https://scienceforwork.com/blog/psychological-safety/ Inversion: The Crucial Thinking Skill Nobody Ever Taught You. James Clear http://jamesclear.com/inversion Three Kinds of Measurement and Two Ways to Use Them. Michael Bolton http://www.developsense.com/articles/2009-07-ThreeKindsOfMeasurement.pdf The Ignorance of Management – Deep and Wide. Gene Hughson https://genehughson.wordpress.com/2016/04/29/the-ignorance-of-management-deep-and-wide/ Measure Efficiency, Effectiveness, and Culture to Optimize DevOps Transformations. DevOps Enterprise Forum https://dl.orangedox.com/K8NyWKVMrAVWkusDKe Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, Lyssa Adkins http://a.co/bUl15W2 Managing Product Teams for Success, Teresa Torres https://www.producttalk.org/2017/05/managing-product-teams/ The People's Scrum: Agile Ideas for Revolutionary Transformation, Tobias Mayer http://a.co/8p6mfRG Control? Influence? Concern? Know the difference or pay the price! Ken Thompson http://bioteamsmicroblog.blogspot.com.au/2012/06/control-versus-influence-versus-concern.html Devops Downunder, 2013. Jason Yip https://vimeo.com/63687885 The Beginner’s Guide to Deliberate Practice. James Clear https://jamesclear.com/beginners-guide-deliberate-practice
  52. References 5: Strategic Leadership: The Tangible Force of Trust. Matt

    Russell https://medium.com/swlh/strategic-leadership-the-tangible-force-of-trust-b2670b2cbd51 How Self-Organization Happens. Bonnitta Roy & Ben Linders https://www.infoq.com/articles/how-self-organization-happens The Importance of Agency. Colin Breck http://blog.colinbreck.com/the-importance-of-agency/ Exploring Potential Drivers of Employee Engagement, Enablement, and Empowerment. Mediterranean Journal of Social Sciences. Vol 6, No 2 S1 (2015). Iman Permana et al http://www.mcser.org/journal/index.php/mjss/article/view/5940/5712 Modus List 4: Eleven Reasons Your Employees Are NOT Working For You. Modus Cooperandi http://moduscooperandi.com/blog/modus-list-4-eleven-reasons-your-employees-are-not-working-for-you/ Cattle, Slaves and Automobiles: Driving Dangerously With Management Clichés, David Hurst https://medium.com/@davidkhurst/cattle-slaves-and-automobiles-driving-dangerously-with-management-clich%C3%A9s- 7e24a401add9 Developmental Sequence in Small Groups. Psychological Bulletin, 63(6). 1965. Bruce Tuckman http://openvce.net/sites/default/files/Tuckman1965DevelopmentalSequence.pdf Helping: How to Offer, Give, and Receive Help. Edgar Schein http://a.co/2pyw4s6 Icons designed by Freepik http://www.flaticon.com/packs/ Photographs c www.flickr.com
  53. 1. Your team must move to another area outside the

    room 2. You are a remote member of the team, move physically out of ear- shot 3. Your team can negotiate with any other team to exchange letters. 4. Two teams are combined as one 5. You are a shared SME (Subject Matter Expert) between multiple teams (your letters move with you) 6. Some members of your team have been pulled away for other work 7. Your team must use letters from another team to form your words 8. Leave your team and take your letters with you 9. You are disengaged and grumpy, disrupt your team mates! 10. The requirements have changed! Create as many unique words as possible 11. You are nominated as team leader, take control and direct your team! 12. You are the team’s manager – demand word length estimates and regular status reporting!
  54. None