Brewing great agile team dynamics
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This document discusses the importance of communication in building trust within agile teams, highlighting the DISC model's four behavior styles. It introduces methodologies for team members to identify their own communication preferences and understand potential conflicts. The authors, Allison Pollard and Barry Forrest, share insights on how to effectively coach and improve team dynamics.
Brewing great agile team dynamics
- 1. Brewing Great Agile Team Dynamics No More Bitter Beer Face Communications Photo by Jeff Hammett - https://www.flickr.com/photos/jeffhammett/6332606163
- 2. As an agile coach with Improving in Dallas, Allison Pollard helps people discover their agile instincts and develop their coaching abilities. Allison is also a Certified Professional Co-Active Coach, a foodie, and proud glasses wearer. Allison Pollard
- 3. As a Principal Consultant with Improving in Dallas, Barry is a web developer, Scrum Master, and agilist. Barry loves helping make work life better for teams and leaving things in a better state than when he was introduced to the situation. Barry is also an award-winning homebrewer and an avid amateur photographer. Barry Forrest
- 4. What if you knew… How you, yourself, would behave in a situation? How someone would respond to news, good or bad? How best to communicate with someone? What type of person would most help a team? How to best motivate or encourage someone?
- 5. What if you knew… How you, yourself, would behave in a situation? How someone would respond to news, good or bad? How best to communicate with someone? What type of person would most help a team? How to best motivate or encourage someone?
- 6. Agenda How communication can build or break trust Identify your dominant DISC style Explore the DISC model’s 4 behavior styles Recognize where conflicts are likely to occur within the team using DISC
- 7. “In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you.” --Stephen M.R. Covey, The Speed of Trust: The One Thing that Changes Everything
- 9. Everyone has a bit of all of these One or two are dominant They can change over time Each of us have a natural and an adapted style The DISC styles Precise Analytical Pessimistic High quality By the book Data collector Can be obstinate Attends to details Listens to others Slow to change Likes to serve Likes closure Relaxed Calming Patient Loyal Decisive Forceful Likes to direct Likes to challenge Ambitions Confident Independent Abrupt, sometimes rude Likes involvement with others Likes to interact Wants to be liked Likes a challenge Procrastinates Very trusting Optimistic
- 10. Form groups of 4-5 people in your corner Grab flip chart paper Brainstorm: how you like receiving communication how you don’t like receiving communication What is your profile like?
- 11. Can visually see how well team members will get along Team members can understand how best to communicate Can be prepared for conflict Can be prepared for different behavior under stress/pressure (natural / adaptive styles) Can note “Gaps” on teams Power of the Wheel 1 Dev is a D… and so is another Dev under stress 1 Dev and the BA are Is 1 Dev is an S. He’s the only employee on the team SM and 2 QA are Cs
- 12. How to use DISC as a Coach, Scrum Master, or Manager See the built-in conflicts within the team. Recruit a great team. Coach/mentor teammates. Coach the team towards better effectiveness. Increase self- organization
- 13. Summary How communication can build or break trust Identify your dominant DISC style Explore the DISC model’s 4 behavior styles Recognize where conflicts are likely to occur within the team using DISC
- 14. Allison Pollard Allison.Pollard@improving.com www.allisonpollard.com @allison_pollard Barry Forrest Barry.Forrest@improving.com @bforrest30 Cheers!
Editor's Notes
- #2: 50 minute session 3 – speaker intros, agenda for the session 5 – group discussion of how communication within a team can build or break trust 22 – we will lead an activity for attendees to identify their dominant DISC style and explore the model as a group to review each of the 4 behavior styles. In this section, we will touch on what coaching might sound like from each dominant behavior 10 – we will show how to plot team members’ dominant DISC behaviors on a graph to see where conflicts are likely to occur within the team and recognize how to adapt your communication style to suit the team. 10 – wrap-up and takeaways
- #3: 5 – speaker intros, agenda for the session 10 – group discussion of how communication within a team can build or break trust 20 – we will lead an activity for attendees to identify their dominant DISC style and explore the model as a group to review each of the 4 behavior styles. In this section, we will touch on what coaching might sound like from each dominant behavior 10 – we will show how to plot team members’ dominant DISC behaviors on a graph to see where conflicts are likely to occur within the team and recognize how to adapt your communication style to suit the team. 5 – wrap-up and takeaways
- #6: The hardest part of software development is working with people
- #7: The hardest part of software development is working with people
- #8: Touch on what coaching might sound like from each dominant behavior
- #9: Group discussion - how communication within a team can build or break trust
- #10: Move them into the Fast-pace and Outspoken or into the Cautious and Reflective side of the room. Then they split from that space into Questioning and Skeptical or Accepting and Warm. Now you have them split into one of the four DiSC styles and you’ve introduced a quick way of people reading.
- #11: Review the axes (task vs people oriented, external vs internal focus) What causes behavior to change?
- #12: Explore the model as a group to review each of the 4 behavior styles. In this section, we will touch on what coaching might sound like from each dominant behavior Have them describe delightful communication exchanges and frustrating exchanges and be ready to share after a few minutes of discover.
- #13: Give example of Mary recruiter D and John programmer C Mary came to me frustrated – I just want a simple answer – should we hire and he said tomorrow. The next day, detailed write up, I asked him the elevator simulation problem and his abstraction level was this and the design patterns he used was that. These are his pros/cons – and I think we should hire him. Afterwards, we took the assessments, and she understood why and actually laughed. What if a company president is a C and all managers working for president are I’s? Managers tell president they want something but give no data and does small talk – that is why keep getting “no”’
- #15: DiSC is a tool, not a diagnosis