agile 2013 - what does your team value? (conflict, collaboration and values)

What does your Team Value?

Mark Kilby

August 6, 2013

Mark Kilby

Enterprise Agile Coach

Mark@LeadingAgile.com

Mark@markkilby.com

@mkilby– twitter

http://markkilby.com

Software since 1990; Coaching since 2003

AgileOrlando.com co-founder

2 QUESTIONS FOR YOU…

DO YOU LEAD OR COACH TEAMS?

Seen these resultswith teams?

Storm patterns

Purpose is to…

• Better understand the relationship between Conflict & Collaboration

• Give you and your teams some tools to anticipate & navigate through conflict

Agenda

• Conflict, Collaboration & Values• Map Your Values• Map Team Values• When to Use It• When Things Still Go Wrong

CONFLICT, COLLABORATION & VALUES

Jean Tabaka

Agile FellowRally Software

Our point of view…

Collaboration invites Conflict

Forming

Storming

NormingPerforming

Tuckman, 1965

Collaboration invites Conflict

Forming

Storming

NormingPerforming

Constructive

We cannot avoid storms of conflict…

We can learn to navigate through the storms

To make conflict constructive

Christopher Moore’s

“The Mediation Process: Practical Strategies for

Resolving Conflict”

SOURCES of

Relationship

Structural

Interests

Values

CONFLICT

Courtesy of Jean Tabaka

NavigatingData

Relationship

Structural

Interests

Values

CONFLICT• DATA– lack of information

NavigatingData

Relationship

Structural

Interests

Values

• Approaches: Brainstorming & Listing (facilitated)

NavigatingData

Relationship

Structural

Interests

Values

• RELATIONSHIP – strong emotions, misperceptions, or stereotypes

NavigatingData

Relationship

Structural

Interests

Values

• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements

NavigatingData

Relationship

Structural

Interests

Values

• STRUCTURAL – someone of unequal power in conversation

NavigatingData

Relationship

Structural

Interests

Values

• Approaches: clear purpose and agenda, working agreements(facilitated)

NavigatingData

Relationship

Structural

Interests

Values

• Approaches: clear purpose and agenda, working agreements

• INTERESTS – competition for resources; scarcity mindset

NavigatingData

Relationship

Structural

Interests

Values

• Approaches: clear purpose and agenda, working agreements

• INTERESTS – competition for resources; scarcity mindset

• Approaches: active listening and rigorous facilitation to level playing field

ValuesData

Relationship

Structural

Interests

Values

CONFLICT• Most challenging form of

conflict

ValuesData

Relationship

Structural

Interests

Values

conflict

• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments

ValuesData

Relationship

Structural

Interests

Values

conflict

• Are they Effective?

ValuesData

Relationship

Structural

Interests

Values

conflict

• Are they Effective? Not Always

Challenging Beliefs

MAPPING YOUR VALUESUnderstand conflict by

We are uncovering better ways of developing products by doing it and helping others do it. Through this work we have come to value:

That is, while there is value in the items on the right,

we value the items on the left more.

Values of AgileManifesto.org

Individuals & interactions Processes & toolsover

Working product Comprehensive documentationover

Customer collaboration Contract negotiationover

Responding to change Following a planover

Scrum Values

CommitmentFocusOpennessRespectCourage

XP Values

FeedbackSimplicityCommunicationRespectCourage

Lean Software Principles

Eliminate waste

Amplify learning

Decide as late as possible

Deliver as fast as possible

Empower the team

Build integrity in

See the whole

The problem with “giving” values…

• Do these agile values stick with the team?

• Do we know what we value?

• … and why should I care?

Agile Manifesto

• Representatives from various “lightweight methodologies” sympathetic to a need for an alternative to documentation driven, heavyweight software development processes convened.

• On February 11-13, 2001, at Snowbird ski resort, seventeen people met to talk, ski, relax, and try to find common ground.

What emerged from this meeting was a symbolic Manifesto for Agile Software Development, signed by all participants.

Agile Manifesto

• Representatives from various “lightweight methodologies” sympathetic to a need for an alternative to documentation driven, heavyweight software development processes convened.

• On February 11-13, 2001, at Snowbird ski resort, seventeen people met to talk, ski, relax, and try to find common ground.

What emerged from this meeting was a symbolic Manifesto for Agile Software Development, signed by all participants.

A (working) model of how teams evolve

CORE is “what binds the group together” and can include:• Elevating Purpose

Sympathetic to a Need

See “resonant teams” on markkilby.com

CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences

(Working Agreements)

Finding Common Ground

Mastery

Group Identity

Purpose

Forming

Storming

Norming

Performing

CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences

(Working Agreements)

Finding Common Ground

TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM…

WE NEED TO MAP VALUES

MAPPING YOUR VALUESEXERCISE: Mountains & Valleys

S A T I S F A C T I O N

TIME201320031993

Adapted from http://www.culturesync.net/happiness

Euphoric

Tragic

Mountains & Valleys: Find Milestones

• Think of 2 key MILESTONE events in your life that were extremely satisfying, achieving a goal or dream or “life changing” FOR YOU– Place a point on the Timeline representing each event– You can do more than 2

TIME201320031993

1st jo

1 st Agile coach gig

Hired at Rally

Euphoric

Tragic

Mountains & Valleys: Find Milestones

• Think of 2 key MILESTONE events in your life that were extremely satisfying, achieving a goal or dream or “life changing” FOR YOU– Place a point on the Timeline representing each event– You can do more than 2

• Think of 2 key MILESTONE events in your life that were extremely low satisfaction, devastating or tragic FOR YOU– Place a point on the Timeline representing each event– You can do more than 2

TIME201320031993

1st jo

Hired at RallyOpe

Euphoric

Tragic

TIME201320031993

1st jo

Hired at RallyOpe

Euphoric

Tragic

TIME201320031993

1st jo

Hired at RallyOpe

Euphoric

Tragic

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Mountains & Valleys: Find Values

• For each positive event, what values were most present or honored for you? (write those on the second page)

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Referred / Trust Explore Proving Self

New Path / Explore / Build Together Valued

Respect Valued / TrustNew ChallengesNew Roles

Respect / Valued / TrustCollaborationNew Industries & Skills

• For each positive event, what values were most present or honored for you? (write those on the second page)

• For each negative event, what values were most absent or threatened for you? (write those on the second page)

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Loyalty / Trust Humility

Valued / Trust

Respect / Valued / Trust

• Looking at the list of values for each event, do you see any “deeper” value? (add that value to the event values on 2nd page)

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Loyalty / Trust Humility Respect Valued

Valued / Trust

• Looking at the list of values for each event, do you see any “deeper” value? (add that value to the event values on 2nd page)

• Looking across all the events and values, what value do you see commonly popping up? (circle them & then connect them)

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Build Together ValuedNew Path / Explore /

Valued / Trust

• Looking at the list of values for each event, do you see any “deeper” value? (add that value to the event)

• Looking across all the events and values, what value do you see commonly popping up? (circle them)

• For those values circled, try to summarize into 3-5 statements and write them in the center boxes

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

APPRECIATED FOR SERVING

CO-CREATING

TRUST IN RISK

RESPECTING ALL

VALUES CHART

EXPLORING TO LEARN

Valued / Trust

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

APPRECIATED FOR SERVING

CO-CREATING

TRUST IN RISK

RESPECTING ALL

VALUES CHART

EXPLORING TO LEARN

Valued / Trust

CORE VALUES

Think back…

Did you see “common patterns” that explained your mountains and valleys?

Think back…

Did you see “common patterns” that explained your mountains and valleys?

Did you find anything that surprised you?

Mountains & Valleys: To use it…

• You may want to expand to 10-15 events.• Try to come up with similar number of positive

and negative events

and negative events• Revisit days (or weeks) later to get to the

“essence statement” (center of Values Chart)• Revisit again

and negative events• Revisit days (or weeks) later to get to the

“essence statement”• Revisit again• Talk to someone else to “step beyond the

obvious” and find the deeper values

MAPPING TEAM VALUES

Ways to Boot Up a Team

• Lyssa Adkins’ book: Coaching Agile Teams

• Christopher Avery’s book: Teamwork is an Individual Skill

• McCarthy Core Protocols in book: Software for your Head

• Larsen & Nies’ book: Liftoff• Mezick’s book:

The Culture Game• … all have great approaches for

launching teams

But rarely does anyone discuss what they value

… or explore conflicting values

ValuesData

Relationship

Structural

Interests

Values

CONFLICT• REMEMBER: Most challenging

form of conflict

• We can’t avoid it, but maybe we can visualize the differences and predict where it will occur

What if we make values visible across the team?

(As a preference within a context)

1) Convert Values to Preferences

• Think back to your Core Values

CO-CREATING

EXPLORING TO LEARN

CORE VALUES

• Think back to Core Values

CO-CREATING

EXPLORING TO LEARN

CORE VALUESProject:

Presentation:

Chores:

Career:

Context:

• Think back to Core Values

• Can you describe your values as preferences in your current context?

CO-CREATING

EXPLORING TO LEARN

CORE VALUESProject: I would rather pair than work solo on a project

Presentation: I would rather have exercises and Q&A than talk to a bunch of slides

Administration: Repetitive work makes me numbCareer: I prefer changing roles within an environment

Context: Preference

See http://ssrm.com/abstract=1995781

a. As a group, discuss and select a context 1. Starting a new agile team

2. Starting an agile transition council within a company

3. Starting a volunteer group for a short-term project

4. Or, pick your own

Core Values Preference

Context: ______________________________________

a. As a group, discuss and select a context 1. Starting a new agile team

2. Starting an agile transition council within a company

3. Starting a volunteer group for a short-term project

4. Or, pick your own

b. Individually, convert your values into preferences based on the team-selected context

Core Values Preference

Context: ______________________________________

2) Values Constellations

I prefer to pair

http://tinyurl.com/l745pqo

Multiple ways to play

Pay attention to…

Who is close to center?

Who is far away?

Pay attention to…

Who is far away?

When does the team “come together”? (PEAK)

Pay attention to…

Who is far away?

When does the team “spread out”? (VALLEY)

Pay attention to…

Who is far away?

When does the team “spread out”? (VALLEY)

Develop Working

Agreements

WHEN TO USE IT

When to use it?

• Adkins, Avery, Larsen, Nies: Right Away?

• Logan & Berquist (Tribal Leadership): When team performs (SHU)1. If team forming, get them delivering

(sprinting)2. If team ineffective, get everyone pulling their

weight first3. If group is internally competitive, develop an

“authentic collaborative interest” (see Avery’s Team Orientation Process)

See http://www.culturesync.net/happiness

WHEN THINGS STILL GO WRONG

Learning

Anxiety

“An upset is an opportunity to

learn”

1) Launch your team; get sprinting2) Map your values3) Map team values4) Develop values-based working

agreements5) Take them to the next level!

Chase the storms of conflict to evolve your teams

Mark Kilby

Enterprise Agile Coach

Mark@LeadingAgile.com

Mark@markkilby.com

@mkilby– twitter

http://markkilby.com

AgileOrlando.com co-founder

If in Orlando, please join us @ Lean Coffee Orlando or

AgileOrlando.com

THANKS!

References:

References:Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010. Addison-Wesley. A great reference for coaches and scrummasters

Avery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001. Berrett-Koehler Publishers – A great book for anyone to learn more about how to work effectively on teams.

Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new teams, this is the book to get. Diana and Ainsley are masters of getting teams successfully launched.

Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look here

McCarthy, Jim and Michele. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. 2002. Addison-Wesley – this core protocols may not be for everyone, but they are another approach to help form strong high-performing teams

Mezick, Dan. The Culture Game: Tools for the Agile Manager. 2012 – I would recommend this to a scrummaster or coach who has been working with teams for a while and wants to consider ways of changing the culture.

Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006. Addison-Wesley – If you are new to a Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetings

Warren, Caleb , McGraw, A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs Cogn Sci 2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Available at: http://ssrm.com/abstract=1995781

agile 2013 - what does your team value? (conflict, collaboration and values)

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