Posts Tagged ‘Agile’

Agile2012 Session Proposal: Agile Coaching with “Geography”

Sunday, February 19th, 2012 by David Chilcott

Effective coaching deepens awareness and learning, supports choice, and and is grounded in action. Sometimes our habitual ways of thinking get in the way of seeing options that might support more successful outcomes. As a coach I want tools and skills that help me reveal a system to itself, whether that system is an individual, a team or an organization. One such tool is Agile Coaching with Geography.

This session, designed for experienced coaches and facilitators, will introduce using “geography” and teach specific exercises that you can use in your coaching work with individuals and teams.

Humans are gifted with a variety of ways of learning and knowing. Our left brain thinking emphasizes rational and verbal knowing. Our right brains connect us with more sensory-based, intuitive and spatial knowing. Agile Coaching with Geography uses both to work at the intersection between our inner and outer landscapes.

Agile Coaching with Geography supports individuals and teams to more deeply access non-verbal and intuitive ways of knowing and perceiving aw well as helping to make these aspects of a system visible to the system itself.

Process/Mechanics

Introduction to Geography & MetaSkills
— Introduction to working with Geography — i.e. Why is it called geography? And why do I care? In this context, “Geography” makes use of our basic human capability to orient in space as an opportunity to learn and explore what we think and feel as well as a means to reflect this information about the system to itself.
— Introduction to MetaSkills — A MetaSkill is the attitude, stance, or “come from” place that the coach stands in when coaching. (from CRR Global ORSC)

Working with Geography Exercises
We’ll explore a sequence of exercises that form an arc that supports incremental learning. We’ll work through as many exercises as we have time for. And to be clear, it is unlikely that we’ll complete all of the exercises in the 90 min available. My intention is to introduce the topic and give you a taste of a variety of different exercises so that you’ll be able to determine how and where you might use these techniques in your day-to-day coaching practices.
For each of the exercises we will:
— Describe the MetaSkills involved
— Define desired Learning Outcomes
— Describe the required Materials
— Setup the exercise
— Experience the exercise
— Conduct a debriefing for learning

Continuum Exercise - Explores self-organization and how individuals and teams make qualitative vs quantitative distinctions
Tribes Exercise - Explores the boundaries of belonging & not belonging and normalizes diversity
Center of Gravity Exercise (Informal Constellations) - Explores self-organization, normalizes diversity and reflects the system to itself
Coaching Wheels Exercise - A tool for individual and team learning and topic exploration
Living Systems Diagrams (Constellations Lite) - Models relationships in teams to support deeper communcation and understanding

Q & A
Materials & Hand-outs

Learning outcomes
  • This fast-paced workshop will:
  • — Introduce you to using geography in your coaching work
  • — Give you a basic understanding of the range and depth of various geography exercises so that you can adapt them to suit your desired outcomes with your clients & teams
  • — Teach you several specific geography-based exercises (how many will be based on available time)

Agile2012 Session Proposal: An Introduction to Non-Violent Communication (NVC) for Agile Coaches

Sunday, February 19th, 2012 by David Chilcott

NVC is both a set of skills and a mindset. As a coach, I believe it’s important to be able to distinguish our own judgments, biases and feelings from those of our clients. NVC helps make these distinctions clearer. Having and using a needs-based perspective also helps the coach work more effectively with individuals & teams that are experiencing conflict.

This session will show how NVC can be an important addition to your Agile coaching tool kit.

Last year this session was very well received.

NVC delineates four components of communication:
1) Observations free of evaluations;
2) Feelings straight from the heart;
3) Needs, values and longings;
4) Requests expressed clearly in positive action language.

We briefly introduce each area and then use experiential exercises where participants work in small groups to deepen the learning, followed by debriefing in the whole group to capture and share insights. We’ll also explore examples of how you might use these concepts in YOUR Agile coaching environment,

Process/Mechanics
It’s a fast paced workshop format mixing subject matter presentations, role play and activity-based experiential exercises. We will use real examples from our personal and professional lives to experience the depth and breadth of NVC and how we might use NVC in our day-to-day coaching practices.

—————PROCESS OVERVIEW—————
START-UP /HOUSEKEEPING

— Working Agreements for the Session
— Introductions/Housekeeping/Setup

OBSERVATIONS
— Observations exercise
— Problems identified
— Needs identified

FEELINGS
— Introduce empathy
— Small group role playing exercise
— Report back to whole group

NEEDS
— Introduce Needs-centric perspective as foundation
— Small group role playing exercise
— Report back to whole group

REQUESTS
— Introduce “Well-Formed” Requests - Understanding difference between requests and demands
— Small group role playing exercise
— Report back to whole group

Q & A

Learning Outcomes
— A language and consciousness of compassion that can improve your relationships
— Skills to support dialogue in the face of judgment, criticism, and anger
— Practice in honest expression and empathic listening
— Effective ways to bring more joy, ease, and connection into your life and work
— A nonviolent approach to team and organizational change

Are You Happy Learning? Probably Not…

Monday, November 30th, 2009 by Scott Hurlbert




Avoiding the knowledge transfer bottleneck

Tuesday, August 11th, 2009 by Steve Bockman

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In software development there are many ways to transfer the knowledge about how to build a product to the people who do the actual building. Production can be severely hampered, however, if that knowledge is being produced more rapidly than it can be consumed. This is the knowledge transfer bottleneck.

I recently hosted a workshop that let participants experience three different ways of transferring knowlege in a production environment. The product, in this case, was a paper airplane of unusual design. The idea was to try different ways of transferring the knowledge about how to build the airplane from the “chief designer” (me) to the production workers, and to compare the relative productivity of the different methods, which were:
  • Documentation - The workers were given written instructions (22 steps worth) for building the airplane.
  • Reverse Engineering - The workers were given a completed airplane which they could study in order to reproduce the steps required to build it.
  • Mentoring - The “chief designer” built an airplane step by step and the workers replicated each step as it was performed.

The experiment was conducted in two phases. In the first phase, all 8 participants used the Documentation method. In the second phase, one team of 4 tried Reverse Engineering, while the other team of 4 tried Mentoring.

The results were interesting. Using the Documentation method, only one person out of a total of 8 came close to being able to build the airplane at all in the 5-minute period allotted.

Using the Reverse Engineering method, 1 person out of a total of 4 produced a completed airplane in 5 minutes.

Using the Mentoring method, each of 4 team members produced a completed airplane, and in less than the 5 minutes available.

The knowledge transfer bottleneck in software

In a software development effort, knowledge transfer takes place all the time, and it’s easy to imagine a software developer in the “chief designer” role described in the exercise above.

Let’s say I’m a developer who has discovered, and written the code to implement, a technique for binding some data to the controls in a user interface, and that this technique forms a pattern that my fellow developers want to know about. If you were one of my fellow developers, would you rather I (a) gave you a document I had written about the technique, (b) told you where the code was and suggested you figure it out for yourself, or (c) paired with you to implement the pattern for a new set of data?

Now, certainly, pairing with you takes more of my time, and might seem less efficient from my viewpoint. After all, I could be off designing the next pattern, and the one after that. But the  productivity of the team as a whole, rather than my personal productivity, is what’s important. And mentoring helps increase the team’s productivity by avoiding knowledge transfer bottlenecks.

On Going Faster. aka: “The Steve Problem”

Monday, July 27th, 2009 by Scott Hurlbert




Using Whiteboard Meeting Notes

Friday, April 10th, 2009 by David Chilcott

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I really like taking pictures of a whiteboard during the meeting to keep a record of what’s been happening, but as you can see I let it get too far in front of me.

Now I’m feeling overwhelmed by the number of work related whiteboard photos I’m supposed to have organized/taken notes from.


Typical Agile Engagement Roadmap

Friday, April 10th, 2009 by David Chilcott

Outformations Agile Engagement Roadmap

Estimating User Stories with Sticky Wall

Friday, April 10th, 2009 by David Chilcott

We’ve been using a modified version of Steve Bockman’s Agile estimating technique to good effect.  Having the story point estimate history from all previous stories makes it MUCH easier to create estimates for the current or new user stories. (using Triangulation)

User Story Sticky Board