Scaling an Agile Mindset with Behavioral Marker Systems 2024 03.pdf

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Scaling an
Agile Mindset
with
Behavioral
Markers
Linkedin.com/in/danwalsh1115
dan@FiveWhyz.com
@danielwalsh

When some uses the word <mindset>,
what do they mean?
2

<mindset> ambiguity is problematic
3
Mindset refers to a collection of attitudes, beliefs, and thoughts that
individuals hold about themselves and the world around them
Principles
Values
Beliefs
Attitudes
Thought
Processes
Assumptions
Perspective
and POV
Cognitive Biases
Feelings
Motivations
Goals and
Aspirations
Behaviors
Openness
Risk Tolerance
Resilience
Perseverance
and Grit

<mindset> ambiguity is problematic
4
Mindset refers to a collection of attitudes, beliefs, and thoughts that
individuals hold about themselves and the world around them
Principles
Values
Beliefs
Attitudes
Thought
Processes
Assumptions
Perspective
and POV
Cognitive Biases
Feelings
Motivations
Goals and
Aspirations
Behaviors
Openness
Risk Tolerance
Resilience
Perseverance
and Grit

5
What is the problem we are trying to solve?

6
How might we empower coaches, scrum
masters, and team members to identify and fix
behaviors detrimental to team performance?

7
How important is team performance?

8
Behavioral Marker Systems
High-stakes Teams

Behavioral markers are observable
interactions and non-technical
behaviors that contribute to superior
or substandard performance within a
team’s work environment
Crew Resource Management (CRM)
Non-Technical Skills for Surgeons (NOTSS)
Reference: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1038&context=usnavyresearch
9

Behavioral Marker Criteria
Criteria for “good” behavioral markers:
q Specific, observable behavior
q Causal relationship with team
performance outcomes
…there are other criteria, but these two
are fine place to begin.
10

Behavioral Marker Criteria
Criteria for “good” behavioral markers:
The team meeting starts
and ends on time
11

Behavioral marker systems fit
with complexity principles
(liminal complex shifting toward the
complicated domain*)
Interactions are often more
important than what
individual agents do in
isolation.
Simple rules and protocols
produce allow for emergent
properties.
..also pragmatic and proven.
12
12
*Reference: The Cynefin™ Framework by David Snowden

13
How might we empower coaches, scrum
masters, and team members to identify and fix
behaviors detrimental to team performance?

Behavioral Marker
Examples for Daily Scrum
# Description
1 Meeting starts and ends on time (>90%)
2 All team members show up on time or ask someone to represent them
3
Team members are mentally present and are not obviously distracted by things (e.g. email,
texts) outside the meeting
4 Team members make clear, concise, and timely points
5 Team holds effective and efficient meetings without needing a Scrum Master to facilitate
6
The status of the teams' work is updated to reflect the current state before the meeting (e.g.
items in workflow management systems updated, blocked items and stakeholders flagged)
7
Team members do not have to remind one another of any help needed or follow up items
from the prior meetings. Team members make and meet commitments without being asked
more than once.
8
Team members don't fall into detailed discussions or get distracted with non-relevant topics
(aka rabbit holes). Team members don't have to ask others to take details off-line.
9
Team discusses more than just status updates on what happened yesterday. Impediments,
risks, help needed are surfaced and discussed without asking.
10 Report outs directed towards teammates not toward PO, SM, or other authority
11 Team members ask questions to investigate and clarify current plan of action
12 Each team member clearly articulates their top priority work item for the day
13
Team communicates impediments effectively and efficiently using a closed-loop
communication approach
14 Meeting results in a well understood plan for the day toward achieving the sprint goal
15
Team communication is balanced and everyone contributes to the conversation (e.g. not
dominated by one or two team members)
Behavioral marker system organized by
Scrum ceremonies (e.g. Daily Scrum)
Characteristics of a behavioral marker
• Specific, observable behavior
• Causal relationship with team
NOT <MINDSETS>
NOT BELIEFS
NOT VALUES
NOT FEELINGS
14

15
“Wow! This is what a good
Agile team looks like!”

10% – 20% – 70%
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Exercise
Form small groups of 2-3 people…
1) brainstorm a couple of positive or negative
behaviors for a scrum meeting or PI planning
(real-world examples work best)
2) Select one and write it as a behavioral marker
[Event]: behavioral marker
3) TEST IT! Is it objectively observable? Does it
result in positive or negative performance
outcomes? If not, re-write it or try another idea.
4) Share with the group via chat or post on wall
10 min total to brainstorm, write, share
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Criteria:

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Application 1: Refresh Working Agreements

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Application 2: Develop Coaches, SMs, RTEs,
Managers

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Application 3: Team Health Assessment

Behavioral markers serve as a
mirror for teams that enable
guided self-reflection and
mutual-accountability
Source: https://en.wikipedia.org/wiki/Hand_with_Reflecting_Sphere
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Scaling an Agile <Mindset>
by
Helping Teams To Help
Themselves
Source: https://en.wikipedia.org/wiki/Hand_with_Reflecting_Sphere
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Q&A
References:
Gatfield, David. Behavioural Markers for Assessment of Competence in Crisis Management,
2012.
O’Connor and Long, The development of a prototype behavioral marker system for US Navy
officers of the deck, 2011.
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Scaling an Agile Mindset with Behavioral Marker Systems 2024 03.pdf

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