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Agile addiction patterns for changing organizations

How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?

Agile addiction patterns for changing organizations

  1. 1. AGILE ADDICTION Patterns for changing organizations Emiliano Soldi @AgileTriathlete #AgileAddictionVia Arcivescovo Calabiana, 6 - MilanoJUNE 14TH 2019
  2. 2. Addiction is a brain disorder characterized by compulsive engagement in rewarding stimuli despite adverse consequences. [...] Two properties characterize all addictive stimuli: they are reinforcing and intrinsically rewarding. Wikipedia ADDICTION
  3. 3. Addiction is a brain disorder characterized by compulsive engagement in rewarding stimuli despite adverse consequences. [...] Two properties characterize all addictive stimuli: they are reinforcing and intrinsically rewarding. Wikipedia ADDICTION
  4. 4. ENDORPHINS The pain-masking chemical Endorphins make the pain go away. We are made for endurance, we don’t give up because we are tired. We persist because it also feels good. Endorphins is addictive.
  5. 5. The feeling of accomplishment when you achieve a goal. Dopamine helps in staying focused and clear from distraction. Dopamine is also addictive: "get the goal, get the bonus". DOPAMINE The goal achieving chemical
  6. 6. YES, CLEAR. BUT, WHAT DOES THAT HAS TO DO WITH AGILE?
  7. 7. INDIVIDUALS AND INTERACTIONS OVER PROCESS AND TOOLS Isn't this also terribly addictive?
  8. 8. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software Working software is the primary measure of progress Purpose Mastery Continuous attention to technical excellence and good design enhances agility Autonomy The best architectures, requirements, and designs emerge from self-organizing teams Human Touch Build projects around motivated individuals. Give them them environment and support they need, and trust them to get the job done Agile processes promote sustainable development The sponsors, developers, and users should be able to maintain a constant pace indefinitely At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly And what about these ones?
  9. 9. HOW POWERFUL WOULD IT BE IF WE COULD PUT OUR PERSONAL ADDICTION AT THE SERVICE OF THE AGILE ONE?
  10. 10. COOL, READY! SHALL WE START? CURIOSITY PASSION
  11. 11. BUILD YOUR SELF-CONFIDENCE
  12. 12. STUDYING A lot, actually Mastering Agile means to know a lot in different, adjacent areas (e.g. product vs project management, scaling frameworks, change management, complexity theory, system thinking, lean, etc.). Additionally, acquiring skills like facilitating, training and coaching, is key to Agile adoption within teams and organization.
  13. 13. EXPERIENCING Learning by doing Empiricism is one of the pillars of Agile approaches. What has been learned, must be practiced on the ground, following a safe-to-fail approach to gain experience. There are no best practices, just good ones, which need to be tested and tailored according to the context.
  14. 14. PARTICIPATING Living the Agile Community
  15. 15. GROW YOUR TEAM
  16. 16. BUILD YOUR TEAM Creating strong bonds
  17. 17. Team Lift-Off Fostering Alignment & Transparency http://www.plays-in-business.com/download/team-charter-canvas-poster-a0-format/
  18. 18. IMPROVE YOUR TEAM Driving Continuous Improvement Continuous improvement is central to any agile teams. Every iteration shall bring betterments in product or process aspects and in teams behaviors and ways of working. Teams need guidance and support to be develop such an important mindset.
  19. 19. PROMOTE YOUR TEAM Showing Results & Creating Engagement Systematically plan for quick-wins, striving to achieve them. Build trust and credibility by using a Data Driven approach in measuring results and benefits and assessing and addressing difficulties too. Find ways to promote and communicate results to start creating engagement and involvement in the whole organization.
  20. 20. PREPARE FOR SCALING STRENGTHEN YOUR RESILIENCE
  21. 21. CHANGE IS SCARING Dancing with uncertainty Agile radically change the way people work in organizations. Working in small, cross-functional teams increases transparency, collaboration, direct communication, engagement, This can be scary and needs to be managed accordingly.
  22. 22. Empatia EMPATHY Synching with others Develop your empathy to understand others’ point of view, acknowledging any difficulties or doubts. You will become more aware of impacts and any possible resistance you could encounter.
  23. 23. PEER COACHING Exploring alternatives Find someone who shares your passion for Agile. Develop mutual trust. Organize regular peer-coaching sessions, to help each other face the challenges of change
  24. 24. CLEAR. BUT STILL, THIS IS ONLY ABOUT ME. HOW CAN I SCALE THIS UP INTO THE WHOLE ORGANIZATION?! CURIOSITY PASSION MISSION
  25. 25. Time Shu Passion Selfish Chemicals Selfless Chemicals "Agile Addiction" Shu-Ha-Ri Bending the rules Breaking the rules ENDORPHINS DOPAMINE SEROTONIN OXYTOCIN 2nd A-ha Moment Endorphins and Dopamine help us get things done and achieve more. Serotonin and Oxytocin strengthen our social bonds, creating meaningful connections Learning the rules 1st A-ha Moment Curiosity Mission HaRi
  26. 26. LEAD THE CHANGE
  27. 27. ”Only three things happen naturally in organizations: Friction, Confusion, and Underperformance. Everything else requires Leadership.” Peter Drucker
  28. 28. Pride and recognition make us feel valuable. Serotonin is very close tied to self recognition; it increases the attachment and loyalty with others. SEROTONIN The Leadership Chemical
  29. 29. Stories drive alignment and are catalyst which accelerate change. Part of a leader’s job is to tell stories of their organization: who they were, are and will be. STORYTELLING Driving people focus and effort
  30. 30. Meet leaders who are skeptical about Agile and the underlying change. Keep them close to you; use their comments to explore ideas on different perspectives, understanding what barriers they perceive for a full adoption. Improve your effort and communication, even though you won't change their minds. LISTEN TO SKEPTICS Leveraging on them to improve
  31. 31. DEVELOP YOUR TRIBE
  32. 32. Feelings of enjoyment, safety and love. Be around people we like, creating social groups like tribes. Human touch helps to bonds us to each other. Shaking hands in business. OXYTOCIN The Chemical of Belonging
  33. 33. BUILD YOUR TRIBE "A tribe is a group of people connected to one another, connected to a leader, and connected to an idea" Seth Godin
  34. 34. Encourage, when possible, cross- participation in communities, sharing knowledge and experiences ROUNDTABLES AND COMMUNITIES OF PRACTICE TO TIGHT YOUR TRIBE Facilitate the emersion ofented and passionate people, in the hope they volunteer to facilitate communities A community of practice is a group of people who share a craft or an interest. It is through the process of sharing with the group that members learn from each other, and have an opportunity to develop personally and professionally.
  35. 35. EXECUTE THE CHANGE
  36. 36. Aspects / Criteria Differentiation of "Levels" LOW MEDIUM HIGH HIGH MEDIUM MEDIUM MEDIUM Portfolio Level LOW MEDIUM MEDIUM MEDIUM LOW MEDIUM MEDIUM Program Level LOW MEDIUM HIGH HIGH LOW MEDIUM MEDIUM Inter-team Coordination MEDIUM HIGH HIGH HIGH HIGH MEDIUM HIGH Team Level MEDIUM MEDIUM HIGH HIGH HIGH HIGH MEDIUM Technical Practices LOW MEDIUM MEDIUM HIGH MEDIUM MEDIUM MEDIUM Flexibility: Prescriptive (low) vs Emergent (high) HIGH HIGH LOW MEDIUM HIGH MEDIUM MEDIUM Typical Cost to Implement LOW LOW HIGH MEDIUM LOW N.A. N.A. Availability of Details & Support LOW MEDIUM HIGH MEDIUM LOW LOW LOW http://www.agilescaling.org AGILE SCALING FRAMEWORKS Every Organization is different. Always relying on Agile Principles, assess your organization, evaluate alternatives, decide which is the best fit and tailor it.
  37. 37. Technique that helps to visualize and explore the system you want to change. Use it to realize what actions and experiments you need to put in place to influence the involved people to make your change a success. VISUALIZE THE SYSTEM Assessing Impacted People Lean Change Management Blast Radius - https://leanchange.org/resources/blastradius/
  38. 38. INFLUENCE SYSTEM Leveraging on Experiments People and organizations are complex, adaptive, non-deterministic systems. You can't control, but only guess and assume how the system may react and adapt to change. Lean Change Management focuses on people's reaction to change, rather than manage the change. It is feedback- driven and incorporates the latest learnings obtained from the reactions on the work floors. https://leanchange.org/
  39. 39. YES, I DEFINITELY THINK THAT AGILE IS A KIND OF ADDICTION. IT'S A MEAN TO MAKE HARD WORK COEXIST WITH HIGH LEVELS OF CREATIVITY, COLLABORATION, ENGAGEMENT, AUTONOMY AND, WHY NOT, HAPPINESS. AND THAT'S EXACTLY WHEN ENDORPHINS, DOPAMINE, SEROTONIN AND OXYTOCIN ARE TRIGGERED IN UNISON, BOOSTING THE QUALITY, EFFECTIVENESS AND VALUE OF OUR WORK.
  40. 40. Emiliano Soldi @AgileTriathlete https://www.linkedin.com/in/emilianosoldi/

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