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My Agile2013 talk describing the relationship between conflict and collaboration and how values can be mapped to find navigate some of the most difficult conflict.
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What does your Team Value?
Mark Kilby
August 6, 2013
Mark Kilby
Enterprise Agile Coach
@mkilby– twitter
http://markkilby.com
Software since 1990; Coaching since 2003
AgileOrlando.com co-founder
2 QUESTIONS FOR YOU…
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
About
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
Data
Relationship
Structural
Interests
Values
CONFLICT
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
• STRUCTURAL – someone of unequal power in conversation
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
• STRUCTURAL – someone of unequal power in conversation
• Approaches: clear purpose and agenda, working agreements(facilitated)
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
• STRUCTURAL – someone of unequal power in conversation
• Approaches: clear purpose and agenda, working agreements
• INTERESTS – competition for resources; scarcity mindset
Courtesy of Jean Tabaka
NavigatingData
Relationship
Structural
Interests
Values
CONFLICT• DATA– lack of information
• Approaches: Brainstorming & Listing (facilitated)
• RELATIONSHIP – strong emotions, misperceptions, or stereotypes
• Approaches: Crucial Conversations, Appreciations, Safety Checks, Working Agreements
• STRUCTURAL – someone of unequal power in conversation
• Approaches: clear purpose and agenda, working agreements
• INTERESTS – competition for resources; scarcity mindset
• Approaches: active listening and rigorous facilitation to level playing field
Courtesy of Jean Tabaka
ValuesData
Relationship
Structural
Interests
Values
CONFLICT• Most challenging form of
conflict
Courtesy of Jean Tabaka
ValuesData
Relationship
Structural
Interests
Values
CONFLICT• Most challenging form of
conflict
• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments
Courtesy of Jean Tabaka
ValuesData
Relationship
Structural
Interests
Values
CONFLICT• Most challenging form of
conflict
• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments
• Are they Effective?
Courtesy of Jean Tabaka
ValuesData
Relationship
Structural
Interests
Values
CONFLICT• Most challenging form of
conflict
• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments
• Are they Effective? Not Always
Courtesy of Jean Tabaka
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?
The problem with “giving” values…
• Do we know what we value?
• Do these agile values stick with the team?
The problem with “giving” values…
• Do we know what we value?
• … and why should I care?
• Do these agile values stick with the team?
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
CORE is “what binds the group together” and can include:• Elevating Purpose
Sympathetic to a Need
See “resonant teams” on markkilby.com
A (working) model of how teams evolve
CORE
CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences
(Working Agreements)
Sympathetic to a Need
Finding Common Ground
See “resonant teams” on markkilby.com
A (working) model of how teams evolve
CORE
Mastery
Group Identity
Purpose
Forming
Storming
Norming
Performing
See “resonant teams” on markkilby.com
A (working) model of how teams evolve
CORE
CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences
(Working Agreements)
Sympathetic to a Need
Finding Common Ground
See “resonant teams” on markkilby.com
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
Adapted from http://www.culturesync.net/happiness
S A T I S F A C T I O N
TIME201320031993
Dream
job
afte
r
Mas
ters
deg
ree
1st jo
b in
new
indus
try a
nd
role
1 st Agile coach gig
Hired at Rally
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
• 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
Adapted from http://www.culturesync.net/happiness
S A T I S F A C T I O N
TIME201320031993
Dream
job
afte
r
Mas
ters
deg
ree
1st jo
b in
new
indus
try a
nd
role
Dot-b
omb;
7 lay
-offs
1 st Agile coach gig
Hired at RallyOpe
ned
TX
offic
e; d
eath
mar
ch
Adapted from http://www.culturesync.net/happiness
Euphoric
Tragic
S A T I S F A C T I O N
TIME201320031993
Dream
job
afte
r
Mas
ters
deg
ree
1st jo
b in
new
indus
try a
nd
role
Dot-b
omb;
7 lay
-offs
1 st Agile coach gig
Hired at RallyOpe
ned
TX
offic
e; d
eath
mar
ch
Adapted from http://www.culturesync.net/happiness
Euphoric
Tragic
S A T I S F A C T I O N
TIME201320031993
Dream
job
afte
r
Mas
ters
deg
ree
1st jo
b in
new
indus
try a
nd
role
Dot-b
omb;
7 lay
-offs
1 st Agile coach gig
Hired at RallyOpe
ned
TX
offic
e; d
eath
mar
chA
B
C
D
EF
Adapted from http://www.culturesync.net/happiness
Euphoric
Tragic
Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Adapted from http://www.culturesync.net/happiness
Mountains & Valleys: Find Values
• For each positive event, what values were most present or honored for you? (write those on the second page)
Adapted from http://www.culturesync.net/happiness
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
Adapted from http://www.culturesync.net/happiness
Mountains & Valleys: Find Values
• 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)
Adapted from http://www.culturesync.net/happiness
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
Loyalty / Trust Humility
New Path / Explore / Build Together Valued
Valued / Trust
Respect Valued / TrustNew ChallengesNew Roles
Respect / Valued / Trust
Adapted from http://www.culturesync.net/happiness
Mountains & Valleys: Find Values
• 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)
Adapted from http://www.culturesync.net/happiness
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
Loyalty / Trust Humility Respect Valued
New Path / Explore / Build Together Valued
Valued / Trust
Respect Valued / TrustNew ChallengesNew Roles
Respect / Valued / TrustCollaborationNew Industries & Skills
Adapted from http://www.culturesync.net/happiness
Mountains & Valleys: Find Values
• 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)
Adapted from http://www.culturesync.net/happiness
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
Loyalty / Trust Humility Respect Valued
Build Together ValuedNew Path / Explore /
Valued / Trust
Respect Valued / TrustNew ChallengesNew Roles
Respect / Valued / TrustCollaborationNew Industries & Skills
Adapted from http://www.culturesync.net/happiness
Mountains & Valleys: Find Values
• 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
Adapted from http://www.culturesync.net/happiness
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
Referred / Trust Explore Proving Self
Loyalty / Trust Humility Respect Valued
Build Together ValuedNew Path / Explore /
Valued / Trust
Respect Valued / TrustNew ChallengesNew Roles
Respect / Valued / TrustCollaborationNew Industries & Skills
Adapted from http://www.culturesync.net/happiness
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
Referred / Trust Explore Proving Self
Loyalty / Trust Humility Respect Valued
Build Together ValuedNew Path / Explore /
Valued / Trust
Respect Valued / TrustNew ChallengesNew Roles
Respect / Valued / TrustCollaborationNew Industries & Skills
Adapted from http://www.culturesync.net/happiness
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
Adapted from http://www.culturesync.net/happiness
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• Revisit days (or weeks) later to get to the
“essence statement” (center of Values Chart)• Revisit again
Adapted from http://www.culturesync.net/happiness
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• 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
Adapted from http://www.culturesync.net/happiness
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
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
Courtesy of Jean Tabaka
What if we make values visible across the team?
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
1) Convert Values to Preferences
• Think back to Core Values
CO-CREATING
EXPLORING TO LEARN
CORE VALUESProject:
Presentation:
Chores:
Career:
Context:
1) Convert Values to Preferences
• 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
1) Convert Values to Preferences
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: ______________________________________
1) Convert Values to Preferences
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 close to center?
Who is far away?
When does the team “come together”? (PEAK)
Pay attention to…
Who is close to center?
Who is far away?
When does the team “come together”? (PEAK)
When does the team “spread out”? (VALLEY)
Pay attention to…
Who is close to center?
Who is far away?
When does the team “come together”? (PEAK)
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
111
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
@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