Empowering teams to full potential
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Projects must keep moving forward to provide working software in an ever changing environment. This is done with individuals collaborating and constantly interacting to respond to change and continuing to deliver. Communication and successful interactions with others are key contributors to success. All personality types working together. All diverse opinions collaborating quickly to get to working software. The Virginia Satir communication model provides a good soft skill mantra to build a cohesive team environment. It takes people successfully communicating and collaborating to build that working software that we all so love. We will discuss some Satir essentials and similar outlooks towards true team engagement.
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Empowering teams to full potential
- 1. Empowering Teams to their Full Potential June 2012 www.cohesion.com | 877.774.3001
- 2. Abstract Projects must keep moving forward to provide working software in an ever changing environment. This is done with individuals collaborating and constantly interacting to respond to change and continuing to deliver. Communication and successful interactions with others are key contributors to success. All personality types working together. All diverse opinions collaborating quickly to get to working software. The Virginia Satir communication model provides a good soft skill mantra to build a cohesive team environment. It takes people successfully communicating and collaborating to build that working software that we all so love. We will discuss some Satir essentials and similar outlooks towards true team engagement: • Understanding how you communicate • Cooperation rather than competition • Empowerment rather than subjugation www.cohesion.com | 877.774.3001
- 3. Overview What we will focus on: • Empowering teams to their full potential • Trust through engagement • Soft skills that directly contribute to team success What we will not focus on: • Roles • Organizational structure At the end of this session you should be able to: • Examine why effective interactions are so critical to agile success • List the 5 Freedoms of the Satir model • Identify behaviors that can transform teams from good to great www.cohesion.com | 877.774.3001
- 4. Introducing Cohesion and Troy Bitter About Cohesion About Troy Bitter • Consulting company with over a • Owns development and delivery decade of experience of Cohesion's Agile Services • Solution Services that support • More than 18 years of IT both agile and traditional project experience spanning several approaches industries and roles • Focus on PM, BA, Microsoft • Over 5 years experience applying Technologies, .NET, Java, QA Satir to projects • Proven agile framework which can • Over 4 years of experience be tailored for your organization focused on agile/iterative project • Headquartered in Cincinnati with delivery where "one size doesn't offices across Ohio and Charlotte fit all NC • Local PMI Chapter Director of agile training and representative to global PMI agile community www.cohesion.com | 877.774.3001
- 5. In one word … Team Constraints Benefits Success or failure of an team starts with the team dynamic. Starting with the wrong team or no buy-in can doom the project before the first line of code is written www.cohesion.com | 877.774.3001
- 6. Agile Manifesto From a developer‟s standpoint in 2001, it expresses what‟s fundamentally important in good software development. Interactions means Individuals and interactions over processes and tools communication. Communication Communication over process NOT communication & Soft skills from tech people? without process Working software is built in Working software over comprehensive documentation collaboration Working software is more important than excessive documentation NOT there is no need for documentation Customer collaboration over contract negotiation Collaboration / people working Customers working with developers to address a together requires business need NOT developers satisfying a contractual communication obligation Responding to change over following a plan Change needs to be Adapting to change NOT failing to plan communicated How do we make the communication more effective? www.cohesion.com | 877.774.3001
- 7. Have you ever felt like a cog in the machine? What’s the impact of low emphasis on Unintended interactions & communication? Consequences • Decisions made (good or bad) without input or interaction Lower Creativity • Code what you are told to code • Run these tests • Check this checklist Less Ownership Diminished Morale Sounds like faster waterfall Loss of Productivity Those consequences moves us away from the ideal state – more ownership provides improved creativity and increased productivity. All of this positively affects morale. www.cohesion.com | 877.774.3001
- 8. Have you been to the Land of Assumptions? Someone cut you off • You are driving down the expressway. Some maniac is speeding, cuts you off, and „almost caused an accident.‟ How do you react? He just got a call that his wife went into labor. He needs to get to the hospital now. How does this context change your reaction? www.cohesion.com | 877.774.3001
- 9. Have you been to the Land of Quick Interpretation? Code Migration Quality The code was migrated to the test environment. It appears that a lot isn‟t working. Let‟s listen to the conversation with Tom the Tester and Dave the Developer Interaction should occur, but this interaction may not be optimal www.cohesion.com | 877.774.3001
- 10. Have you been to the Land of Must Be Right? Managing Software Requirement: Quantity is numeric within 1- 35 Solution Provided: Quantity is a drop down list of values 1-35. We thought it would be a text field or spin control that only accepted numeric values within the range Interaction should occur, but unsure if this was an effective use of time www.cohesion.com | 877.774.3001
- 11. Have you been to the Land of Silence? The Unsure of Quiet Person Built a customized navigation bar for an application. It had scalability issues and other challenges after production launch. In the production triage meeting, James mentions a Google toolkit control that we could use. Offline, I learned that he had this idea during the original project but felt like no one would consider it – „decision was made.‟ Need an environment that people feel comfortable contributing ideas, not just hands on keyboards www.cohesion.com | 877.774.3001
- 12. Michele 5 Freedoms of Satir Model The freedom to feel Dave what you feel, Rajesh instead of what you ought to The freedom to ask The freedom to say for what you want, what you feel and instead of always think, instead of waiting for what you should permission Nathan James The freedom to take The freedom to see risks on your own and hear what is here, instead of what 5 behalf, instead of choosing to be only should be, was, or Freedoms “secure” and not will be rocking the boat www.cohesion.com | 877.774.3001
- 13. From Philosophy to Behaviors How do we turn a philosophy into behaviors? Congruent behaviors are a core concept in the Satir model. The ability to be aware of and fully value the many dimensions of your self, others, and the contexts in which you work and relate. www.cohesion.com | 877.774.3001
- 14. Congruent Behaviors Clear Cooperation rather communication than competition • 3 C‟s of • My idea doesn‟t communication have to win • What is Done • Inquiry over advocacy • Quicker decision making www.cohesion.com | 877.774.3001
- 15. Congruent Behaviors • Increased ownership Empowerment • Choose own assignment rather than • Less silos subjugation • More creativity • Work on things I‟m good at Uniqueness • Do what I‟m good at rather than • Fit categorization • Higher quality www.cohesion.com | 877.774.3001
- 16. Congruence Use of authority to Being personally To use problems as guide and and socially challenges and accomplish "what responsible opportunities for fits," rather than • Responsible for creative solutions forced compliance, interactions • Keep moving forward tyranny or power • Responsible for thinking intangibles like • Carrot vs stick maintainability management • More leading, less managing www.cohesion.com | 877.774.3001
- 17. Summary • A group of techies emphasize that communication & collaboration is a strong contributor to success • Effective interactions are based in understanding self, others, and the contexts in which you work and relate • Methodology / Framework / Philosophy is good if it is supported by the behaviors that provide the desired results www.cohesion.com | 877.774.3001
- 18. Contact Us • Troy Bitter • tbitter@cohesion.com • 513.407.9996 • www.cohesion.com www.cohesion.com | 877.774.3001
- 19. Book: Good to Great Lead with questions and not Engage in dialogue and debate, not answers coercion • Be a detective. Don‟t assume you know the • Manage your type A personality answer Good to Great Conduct autopsies without blame Build red flag mechanisms/triggers • Team succeeds and fails together that turn information into information-that-cannot-be-ignored • Working software – trust but verify • Transparency Good to Great: Why Some Companies Make the Leap... and Others Don't. Jim Collins. 2001 www.cohesion.com | 877.774.3001
Notes de l'éditeur
- The Agile Manifesto was initially conceived by a group of leading-edge developers in 2001. From a developer’s standpoint, it expresses what’s fundamentally important in good software development.Communication is key in all 4 manifesto themes. Agile is humanistic, about interaction and engagementHow do we make the communication more effective?Low hanging fruit … email is not timely so use methods that are more timely like instant message, phone, or face to faceIs everyone good with words? I talk a lot and I usually re-record my voice mail greeting a few times to just get it right (and some voice mail messages if it allows me). We each can probably think of wording change we’d make from a conversation in the last few days
- It also has other effects. I was hosting my extended family at my house for a potluck dinner. I asked my uncle to bring a vegetable and my sister to bring something with fruit & jello. They both said ‘so what do you want me to bring.’ I had to give my sister a specific recipe. She didn’t believe in it and said she could just blame me if people didn’t like it. She only took ownership of the hand work, not of the user enjoying it.
- This applies to work environment and outside.In those reactions, what were the priorities – Self, Context, Other. What if I told you that he just got a call that his wife went into labor. He needs to get to the hospital now. How do you react in that context? In both examples, we need to realize that we might not see the whole context
- Flow: slide, role play, been here before, what are others way to approach, triangle discussing other, hex, barConversation context: confrontational (in a negative way), accusatory toneTom the Tester: What the hell is going on? Didn’t they fix anything? Tom walks to Dave’s desk and the following conversation happens.T: Hey Dave. The release is broke. You said you fixed those bugs and I don’t see it. You guys shouldn’t be throwing things over the wall to QA.Dave the Developer: They were fixed. I tested them myself in the Dev environment. Let me show you. Dave was able to show that it works in the Dev environment. Dave remembered that Jason was also making changes in that area. They learned that the wrong version was pulled from source code control. Once the correct version was migrated, everything worked as expectedGraphic: In our role play, what areas were emphasized? A: 1 Self, 2 partial context, 3 doesn’t sound like OtherWhat were the costs – distraction, gossip, morale, relationshipsIn business terms, positive interactions are a cost avoidance. What are others way to approach / Improved ReactionInvestigateObserve without judgment
- We discussed this for 15 minutes with 5 people including the client (cost of 75 minutes). I felt it was not the right design and user experience. We had a good conversation, healthy & supporting conversation. In the end, the client said it met Done and we have higher priorities to address. We had interaction. We were friendly. Didn’t have the right context. It didn’t matter what I thought … does the client accept it as done & move onYou can probably think of stories where the meetings were longer than 15 minutes and maybe didn’t get to a decision. Are those valuable conversation? Did someone hold onto their position maybe too much?
- Some people do not share their ideas as freely as others. Extroverts tend to share full and half-baked ideas easily. Introverts tend to want to fully bake the idea before presenting it. If the decision is made, then maybe that other idea isn’t shared. Need to provide an environment where the team can have courage to share ideas or provide an answer that is not wanted. Otherwise, innovation will be impacted
- The 5 Freedoms is a philosophy. You can have a great philosophy and attitude, but unless you do something with it, you won’t get the results you desire.
- Clear communication3 C’s – Clear, Concise, Consistent. One of my most favored leaders in my career was retired military. It is important to match the 3 Cs when you are dealing with people’s lives. He brought that same commitment to the commercial sectorWhat is Done. How do we do this – T/F testable stories, less ambiguity of critical piecesCooperation rather than competitionMy idea doesn’t have to win. My position on this topic doesn’t have to win. It’s not … they are wrong and I am right.Agree that there are many approaches and designs. Seniority doesn’t win. The best idea or friendly-revised idea winsExample: The best solution is to create an interface to the ERP system for that data. The two teams are on different timetables. Maybe we can both work against the DTD with stubs and then integrate later
- Empowerment rather than subjugationChoose own assignmentAble to talk to customer to clarify instead of only analyst or PM can talk to the customerExample: Steve wanted to do web service development (new to him). We had some lag in case the waterfall team delivered the dependent piece late. However, they delivered very late which put Steve on critical path. Instead of replacing him with someone who was more familiar with web services, he continued and we identified a pairing day to complete any remaining activity. Maintained the empowerment and allowed for Steve’s individual uniqueness and newness to web servicesThis is why I love potlucks. Give a theme like comfort foods and see what people bring. Little boundaries and let the creativity fly. Yes, there may be multiple mac-n-cheese but they are not exactly the same. Mac n cheese with green chilis (it was great), a chocolate chip cheeseball with graham cracker sticks (Yum), and more. I could never have coordinated the variety and uniqueness of the food. There’s a story about a distribution center. A woman had increased productivity compared to others and the manager went down to observe why. He was surprised to find her pulling a little red wagon. She shared that she noticed how many trips she was taking moving the merchandise from point A to B. She brought in her son’s little red wagon so she didn’t have to make as many trips. Empowerment provided innovationUniqueness vs categorization. Enhancement of uniqueness rather than categorization.Allow me to work on things I’m good at. If I’m a good webservices person, let me be that. Don’t put me on UI. If I’m good at complex modeling, don’t put me on simply stuff which is boring to meHelps job satisfactionExample: Not all the features we deliver are offshorable – mostly due to level of interaction with product owner & customer. Instead of complaining, we focus on what offshore team can provide – their uniqueness of focusing on things with low customer interaction, things that are more straight-forward, conversion activities. Find their value & working towards it – setup for better success