The Conflict Fast Model - Agile2016
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The Conflict Fast Model - Changing a pseudo agile-team into a real agile-team. Slides of my session at the Agile Conference 2016
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The Conflict Fast Model - Agile2016
- 1. The Conflict Fast Model Manoel Pimentel Agile Coach twitter.com/manoelp Elabor8 Changing a pseudo agile-team into a real agile-team
- 3. manoelp
- 6. 2002
- 10. WTH faces
- 13. What does “being team” mean?
- 14. tons of books
- 16. the Tuckman model Bruce Wayne Tuckman, 1965
- 17. the Tuckman model Bruce Wayne Tuckman, 1965
- 18. the Tuckman model Bruce Wayne Tuckman, 1965
- 19. Forming Storming Norming Performing Adjourning
- 20. Forming Storming Norming Performing Adjourning
- 21. Forming Storming Norming Performing Adjourning testing and dependence intragroup hostility/conflict development of Group Cohesion simultaneous autonomy and mutualityunrest characterized by friction and disharmony
- 22. Forming
- 26. Katzenbach Model HBR, July-August 2005
- 27. the team performance curve
- 29. the members interact primarily to share information and to make decisions to help each individual perform.
- 31. “A wannabe team”. It has not focused on collective performance
- 32. Are deeply committed to their purpose, goals, and approach.
- 33. team members are also very committed to one another.”
- 35. Forming Storming Norming Performing Adjourning Pseudo-Team
- 39. “If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.”
- 41. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team
- 42. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team Project
- 43. Forming Storming Norming Per Pseudo-Team Potential-Team Real-Team Project
- 44. Why we avoid conflicts?
- 45. assumptions
- 46. afraid of the impact
- 47. walking on eggs
- 48. we don’t wanna hurt our colleagues
- 49. Forming Storming Norming Per Pseudo-Team
- 51. “Mike will be upset if I talk to him about it”
- 52. limiting beliefs
- 53. what can we do with a hypothesis?
- 54. validate it!
- 61. Forming Storming Norming Performing Pseudo- Team Potential-Team Real-Team High Performing Team
- 62. Forming Storming Norming Performing Pseudo- Team Potential-Team Real-Team Project High Performing Team
- 63. how?
- 65. we can learning from the conflicts
- 66. we can learning from the differences
- 68. “Ideological conflict is limited to concepts and ideas, and avoids personality-focused, mean-spirited attacks.” Patrick Lencioni
- 72. “Great teams understand the danger of seeking consensus” Patrick Lencioni
- 73. diversity is a fuel for innovations
- 74. • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members • Waste time and energy with posturing and interpersonal risk management teams that fear conflict Patrick Lencioni
- 75. teams that engage in conflict • Have lively, interesting meetings • Solve real problems quickly • Minimize politics Patrick Lencioni
- 76. preparation
- 78. We want We accept We don't understand We avoid
- 79. We want We accept We don't understand We avoid active listening patience emotional explanations rudeness non- collaborative behaviors aggressive behavior
- 80. your turn!
- 81. We want We accept We don't understand We avoid
- 83. enabling trust
- 85. We show our best version
- 86. vulnerabilities #weaknesses, #skill deficiencies, #interpersonal shortcomings, #mistakes, #requests for help.
- 87. "a great team requires team members to make themselves vulnerable"" P. Lencioni
- 92. my mogwai rules • I hate phone calls • I don’t pay attention in small details • I don’t believe in detailed plans
- 93. my mogwai rules my mogwai rules my mogwai rules my mogwai rules my mogwai rules
- 94. #NoChange
- 96. your turn!
- 97. my mogwai rules • I hate phone calls • I don’t pay attention in small details • I don’t believe in detailed plans
- 99. confession of sins I'm glad protest against the system
- 100. during the conflict
- 101. people are complex!
- 103. #Thanks
- 104. my general rule during hard conflicts:
- 108. one-a-one if is possible try
- 109. a few tools
- 110. system thinking
- 112. metaperspective
- 113. 6 thinking hats Edward de Bono
- 115. Problem 115
- 116. Conflict 116
- 117. but... 117
- 118. Problem 118
- 119. Problem 119
- 120. Problem 120
- 121. Solution 121
- 124. 6 hats is about styles of thinking
- 125. but...
- 127. bad impacts
- 128. Conflict Bad Impacts
- 130. Conflict Bad Impacts We can’t solve it! Visualise
- 131. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here!
- 132. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
- 133. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
- 134. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise Norming
- 135. Forming Storming Norming Performing Adjourning
- 136. your turn!
- 137. Conflict Bad Impacts We can’t solve it! Visualise We CAN act here! Actions to minimise
- 138. linkedin.com/today/author/manoelp by: The Conflict Fast Model Forming Project Storming Norming Perf Absence of Trust Fear of ConflictLack of Commitment Avoidance of Accountability Inattention to Results Artificial H arm ony Hi 5! I love you, you love me… Disagree! We have a problem! Project Conflict Fast Courage and Transparency to face the conflicts Forming Storming Norming PerformanceThe Five Dysfunctions of a Team Patrick Lencioni Tuckman's Stages of Team Development Tuckman's Stages of Team Development
- 139. #Collaborating with the system #Rapid Learning #Improvement #Veiled opinion #No collaboration #No Improvement
- 140. don't repress your different point of view
- 142. ? min(t) ! Inspired by @alissonvale formula ( Agile Brazil 2011) Conflict Fast Model systemic awarenesshypothesis of impact sum m ary: