10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

Hendrik Esser | 2019-03-15 | 10 years of transforming mindset | | Public | Page 1
10 years of
transformingmindset
Agile Mindset Day
Bangalore,
March 19th, 2019
Hendrik Esser
@HendrikEsser
Special Projects & Operations
Program Director
Supporting Agile Adoption

How can we approach mindset shift?
Filling the toolbox
Making the difference
Staying sane
Summary
Q&A
Overview

Howcan we approachmindsetchange
inan organization?

Agileisamindset
Which path should an agile
transformation take?
1. Mindset → Practices?
2. Practices → Mindset?
3. Both?
Source: Ahmed Sidky, Keynote at Agile NZ 2015

Howtochangemindset/values/culture?
From tomorrow onwards
your favorite colour is
BLUE!
Culture enforcement?
behaviours
vs
values
Behaviour theatre?

Forcingchangesinbehaviorsorvalues
Changing behavior can be enforced, but it won’t be sustainable:
you just create stress and the need for policing → inefficient and ineffective.
Changing values is not something you can enforce.
Trying to enforce behavior or values will just create behavior theatre!
It needs to come from within people!

Behavior or values change as a response to experiences we make in life.
To change, we need a trigger - positive or negative.

Triggersandexperiences:
itisallaboutinteractions
The best triggers are when we start asking each other questions.
Questions arise, when we create interactions, that guide us
towards the wanted shift in perspective.

Requires:
build your toolbox:
— Introduce new visualizations
— Introduce new language
— Introduce new processes/practices.
— Changes in structure.
— Coach → amplify/dampen behaviors
Essentially:
Create opportunities
for constructive dialogues,
guiding people to think themselves
into the new mindset.
Changeexperiencebyshiftingperspective

Fillingthe toolbox

Language
(visual,verbal)

Drawpeople,notboxes

Rene Magritte
“This is not a pipe”
Los Angeles County Museum of Art

Thisshowshowweworktogether

Let’s try again…

Thisshowshowweworktogether
Hierarchy Human System
Two visualizations. Both valid, describing different viewpoints.

Thisshowswhatwedo/howwework

Let’s try again…

Thisshowswhatwedo/Howwework
(Static)
Process & Flow
Human Dynamic
Development System
Two visualizations. Both valid, describing different viewpoints.

— Influence network
— Collaboration
— Alignment for autonomy
— Trust essential!
— Conclusions emerge, advice, consent
— Grows by adding people and interaction links
— Fast adaptation/flexibility
— Talent
— Share ideas
— Chain of command
— Hand-over
— Full control / forced alignment
— Trust?
— Decisions/approval
— Grows by adding more people/boxes, layers
— Slow adaptation speed/flexibility
— Resource
— Convey knowledge
Visualizationscreatetendenciesinthinking,
languageandactions
The way you show things influences people via the kind of conversation they have!

Practices andProcesses

Visualizingtimeuncertaintiesforfeaturesand
releasestocreatemeaningfulconversations
Feature 1 F2 F4 F4
Feature 2 F2 F4 F4
Feature 3 F2 F4 F4
Feature 4 F2 F4 F4
Feature 5 F2 F4 F4
Feature 6 F2 F4 F4
Feature 7 F2 F4 F4
LF4
Release A
LF4
Release B
TODAY
Priority
Feature 1 F2 F4 F4Feature 1 F2 F4 F4
Feature 2 F2 F4 F4
Feature 3 F2 F4 F4
Feature 4 F2 F4 F4
Feature 5 F2 F4 F4
Feature 6 F2 F4 F4
Feature 7 F2 F4 F4
LF4
Release A
LF4
Release B
TODAY
Priority
A
B
B
B
A
B
A
Release
IntentVisualization of ranges
→ discussion about risks
and uncertainties.
Simple overview of
aggregated status
→ discussions on the items,
that need focus / resolution
now
Ranges updated after every
sprint by the team
→ portfolio managers can
discuss how to guide the
overall picture
→ continuous learning

Scrum:Amindset-guidingprocessframework
Stepwise refinement
(→ get rid off analysis
paralysis and upfront
planning waste)
Team interacts planning
together
(→ common understanding
the way forward is more
important than the plan
itself)
Retrospective discussions
(→ interaction to improve
together)
Sprint review to interact
with the“customer”
(→ customer centricity)

Structure
Steering groups
→ Work meetings / “Make it happen” meetings
Controlling functions
→ support functions & enablers Co-located
Cross-
Functional
Teams
Managers
HR
Support functions
Coaches

Making the difference

Usingthattoolbox
Every person or group of people is different.
You can never be sure what creates the needed trigger / perspective shift.
Therefore:
1. Talk to people and groups.
2. Try visualizations and language
3. See what resonates and creates Aha!
→ when they stop listening to you and start building on top of what you said!
→ give them the pen!
4. Amplify:
— make it their language: let them add new “vocabulary”.
— But challenge them when that new language isn’t helpful / in sync with an agile mindset.
Never make things a fight. “We vs them is never helpful!”

Executives
— Don’t talk about VUCA – they
know already!
— Cynefin and Systems thinking
— Emergence
— Safe environment
— Beyond Budgeting
— Transparency, trust
— Books and articles
— Air time
Managers
— VUCA
— Systems thinking
— Emergence
— Empowerment
— Let go
— Transparency, Trust
— Safe environment
Teams
— VUCA
— Scrum, Kanban, Ranges
— Iterations
— Just enough
— Empowered teams
— Continuous learning
— Retrospectives
Startingpoints
Team coach Management coach / advisor Sparring partner
Freedom & responsibility
Acknowledge illusion of control →
system shepherd
Let go → system shepherd
Learnt helplessness Trying to guarantee Air time

Stayingsane

Don’tforetaboutoneveryimportant
ingredienttotheshift:yourself!
It is not about you - it is about the team/people you coach.
No matter how much you might long for a different result: it is what it is.
— Feeling is feedback
— Acknowledge your feelings & let them be.
— Embrace them.
— Be self-kind.
— Build a resilience network.
— Manage your energy - give yourself a treat.
Have a direction in mind.
Work from what is, not from what you would desire it to be now.
Mindfulness
Presence
Self-care

Summary

Summary
Changes in values and behaviors can’t be forced.
Behavior or values change as a response to experiences we
make in life.
Mindset change is achieved by chaning the experience.
Therefore: focus on interaction.
_________
Recruit coaches (masters of the wanted mindset).
Create your toolbox of language and visualizations.
Guide people by trying what visuals/language/models resonate
with them and make use of those, that work.
Amplify behaviours, that are helpful and dampen behaviours,
that are not helpful.
_________
Take care of yourself
Create opportunities
for constructive dialogues,
guiding people to think themselves
into the new mindset.

A
Q

10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

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