Agile 2013 - What does your team value? (Conflict, Collaboration and Values)
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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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Agile 2013 - What does your team value? (Conflict, Collaboration and Values)
- 1. What does your Team Value? Mark Kilby August 6, 2013
- 2. 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
- 3. 2 QUESTIONS FOR YOU…
- 4. 2 QUESTIONS FOR YOU… DO YOU LEAD OR COACH TEAMS?
- 5. Seen these results with teams?
- 7. Purpose is to… • Better understand the relationship between Conflict & Collaboration • Give you and your teams some tools to anticipate & navigate through conflict
- 8. Agenda • Conflict, Collaboration & Values • Map Your Values • Map Team Values • When to Use It • When Things Still Go Wrong
- 10. Jean Tabaka Agile Fellow Rally Software
- 11. Our point of view…
- 14. We cannot avoid storms of conflict…
- 17. Christopher Moore’s “The Mediation Process: Practical Strategies for Resolving Conflict” SOURCES of Data Relationship Structural Interests Values CONFLICT Courtesy of Jean Tabaka
- 18. Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lack of information Courtesy of Jean Tabaka
- 19. Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lack of information • Approaches: Brainstorming & Listing (facilitated) Courtesy of Jean Tabaka
- 20. Navigating Data Relationship Structural Interests Values CONFLICT • DATA– lack of information • Approaches: Brainstorming & Listing (facilitated) • RELATIONSHIP – strong emotions, misperceptions, or stereotypes Courtesy of Jean Tabaka
- 21. Navigating Data 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
- 22. Navigating Data 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
- 23. Navigating Data 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
- 24. Navigating Data 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
- 25. Navigating Data 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
- 26. Values Data Relationship Structural Interests Values CONFLICT • Most challenging form of conflict Courtesy of Jean Tabaka
- 27. Values Data 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
- 28. Values Data 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
- 29. Values Data 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
- 30. MAPPING YOUR VALUES Understand conflict by
- 31. 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 documentation over Customer collaboration Contract negotiationover Responding to change Following a planover
- 32. Scrum Values Commitment Focus Openness Respect Courage XP Values Feedback Simplicity Communication Respect Courage 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
- 33. The problem with “giving” values… • Do these agile values stick with the team?
- 34. The problem with “giving” values… • Do we know what we value? • Do these agile values stick with the team?
- 35. The problem with “giving” values… • Do we know what we value? • … and why should I care? • Do these agile values stick with the team?
- 36. 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.
- 37. 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.
- 38. 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
- 39. 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
- 40. A (working) model of how teams evolve CORE Mastery Group Identity Purpose Forming Storming Norming Performing See “resonant teams” on markkilby.com
- 41. 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
- 42. TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM… WE NEED TO MAP VALUES
- 43. MAPPING YOUR VALUES EXERCISE: Mountains & Valleys
- 45. 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
- 47. 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
- 51. 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
- 52. 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
- 53. 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 / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
- 54. 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
- 55. 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 / Trust New Challenges New Roles Respect / Valued / Trust Adapted from http://www.culturesync.net/happiness
- 56. 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
- 57. 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 / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
- 58. 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
- 59. 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 Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
- 60. 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
- 61. 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 Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness
- 62. 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 Valued New Path / Explore / Valued / Trust Respect Valued / Trust New Challenges New Roles Respect / Valued / Trust Collaboration New Industries & Skills Adapted from http://www.culturesync.net/happiness CORE VALUES
- 63. Think back… Did you see “common patterns” that explained your mountains and valleys?
- 64. Think back… Did you see “common patterns” that explained your mountains and valleys? Did you find anything that surprised you?
- 65. 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
- 66. 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
- 67. 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
- 69. 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
- 70. But rarely does anyone discuss what they value
- 71. But rarely does anyone discuss what they value … or explore conflicting values
- 72. Values Data 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
- 73. What if we make values visible across the team?
- 74. What if we make values visible across the team? (As a preference within a context)
- 75. 1) Convert Values to Preferences • Think back to your Core Values CO-CREATING EXPLORING TO LEARN CORE VALUES
- 76. 1) Convert Values to Preferences • Think back to Core Values CO-CREATING EXPLORING TO LEARN CORE VALUES Project: Presentation: Chores: Career: Context:
- 77. 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 VALUES Project: 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 numb Career: I prefer changing roles within an environment Context: Preference See http://ssrm.com/abst
- 78. 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
- 79. Core Values Preference Context: ______________________________________
- 80. 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
- 81. Core Values Preference Context: ______________________________________
- 82. 2) Values Constellations I prefer to pair http://tinyurl.com/l745pqo Multiple ways to play
- 83. Pay attention to… Who is close to center? Who is far away?
- 84. Pay attention to… Who is close to center? Who is far away? When does the team “come together”? (PEAK)
- 85. 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)
- 86. 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
- 87. WHEN TO USE IT
- 88. 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 first 3. If group is internally competitive, develop an “authentic collaborative interest” (see Avery’s Team Orientation Process) See http://www.culturesync.net/happiness
- 89. WHEN THINGS STILL GO WRONG
- 90. 111 Learning Anxiety “An upset is an opportunity to learn”
- 91. 1) Launch your team; get sprinting 2) Map your values 3) Map team values 4) Develop values-based working agreements 5) Take them to the next level!
- 92. Chase the storms of conflict to evolve your teams
- 93. 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
- 94. References:
- 95. 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
Notas do Editor
- - Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 50)>20 years in software asdeveloper, architect, project manager, rocket scientist, ScrumMaster, Product OwnerStarted agile coaching in 2003 with Extreme Programming and ScrumCSM since 2005, Scaled Agilist, Leadership Gift Practitioner, member of Agile Alliance, Scrum Alliance, ACM, IEEEco-founder of Agile Orlando and host of Lean Coffee Orlando
- Do some of your team results look like this? Do you find that sometimes teams implode due to “unexplainable” circumstances? This is a photo from the results of a hurricane that struck Galveston, TX in 1900. In these days, hurricanes were equally unexplainable. You could only clean up the damage afterwards.
- These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
- Let’s discuss the relationship between conflict and collaboration
- You can Plan to get lucky, but hope is not a great strategy
- We’ve had several conversations on this and our point of view is…
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- But in order to go from Storming to Norming and then Performing, the teams must have constructive conflict
- Jean introduced me to another interesting book on conflict and shared some of her insights on how facilitation can be used.
- Data---- Brainstorm and Listing help us bring out more data problem: Lack of information or misinformation
- Data---- Brainstorm and Listing help us bring out more data problem: Lack of information or misinformation
- Relationship --- Applying more small group processes ,learning one-on-one CRUCIAL CONVERSATIONS skills (Kilby’s contribution), Servant Leadership, Appreciations, Safety Checks, Working Agreementsproblem: strong emotions exist or misperceptions or stereotype of other persons (call a break and ask if you can speak with the person one-on-one; MIRROR: say “I’m concerned about what I’m noticing and I’m concerned it’s something I’m doing. Can you tell me is there is something I’m doing that’s upsetting you?”)Problem: repetitive negative behavior – NO REWARDS - “you may be right”, stop giving them eye contact, ask others: “What ideas do others have” or “This sounds really hard. What can we do to help him out?”
- Relationship --- Applying more small group processes ,learning one-on-one CRUCIAL CONVERSATIONS skills (Kilby’s contribution), Servant Leadership, Appreciations, Safety Checks, Working Agreementsproblem: strong emotions exist or misperceptions or stereotype of other persons (call a break and ask if you can speak with the person one-on-one; MIRROR: say “I’m concerned about what I’m noticing and I’m concerned it’s something I’m doing. Can you tell me is there is something I’m doing that’s upsetting you?”)Problem: repetitive negative behavior – NO REWARDS - “you may be right”, stop giving them eye contact, ask others: “What ideas do others have” or “This sounds really hard. What can we do to help him out?”
- Structural -- AGENDA, PURPOSE, Servant Leadershipproblem: if there is someone of unequal power in the conversation, you can’t have them take over the meeting/retrospective (power = smart, manager, forceful)
- Structural -- AGENDA, PURPOSE, Servant Leadershipproblem: if there is someone of unequal power in the conversation, you can’t have them take over the meeting/retrospective (power = smart, manager, forceful)
- Interests – ACTIVE LISTENING, recognizing the competition and applying VERY rigorous process that levels the playing field
- Interests – ACTIVE LISTENING, recognizing the competition and applying VERY rigorous process that levels the playing field
- Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
- Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
- Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
- Values – PRIORITIES, GROUPING, Working Agreements about no judgments.With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
- Many people start their agile journey learning about the values and principles of the Agile Manifesto
- Different agile/lean methodologies talk about different values and principles. These help guide teams and organizations on what to change and when.But do they stick? Do teams and organizations really embrace them?
- Better to find out what you value first
- Better to find out what you value first
- Better to find out what you value first
- Let’s look back at how did the values and principles of the Agile Manifesto came about
- But how did the values and principles of the Agile Manifesto come about?
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
- But how do we discover our own values? Dan Mezick’s book, The Culture Game, bases some of his techniques on another book, Tribal Leadership. Through the work of the authors, they provide a great exercise for you to personally discover your values.
- So let me introduce you to a hybridized approach of two exercises:Mountains and Valleys from Tribal Leadership and Adkins Journeylines
- Let me show you a way to make those differences visible before there is conflict?
- Let me show you a way to make those differences visible before there is conflict?
- Let me show you a way to make those differences visible before there is conflict?
- Let me show you a way to make those differences visible before there is conflict?
- And you have to show it’s ok to “fail” and that it’s an opportunity to learn. In the Responsibility Process, Christopher Avery describes how “lay blame”, “justify”, “shame”, “obligation” and “quit” are all natural responses, but none of them allow us to learn what is truly going on. They are coping mechanisms. Only until we recognize these states and give them up do we finally see true options to solve the problem.
- Actions to take in taking a team to the “next level”
- These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
- - Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 20)>20 years in software - developer, architect, project manager, ScrumMaster, Product OwnerStarted agile coaching in 2003- co-founder of Agile Orlando and host of Lean Coffee Orlando
- 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 scrummastersAvery, 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 hereMcCarthy, 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 teamsMezick, 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 meetingsWarren, Caleb , McGraw,A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs CognSci2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Availableat:http://ssrm.com/abstract=1995781
- 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 scrummastersAvery, 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 hereMcCarthy, 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 teamsMezick, 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 meetingsWarren, Caleb , McGraw,A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs CognSci2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Availableat:http://ssrm.com/abstract=1995781