Practical Integral Agility
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This document discusses an integral agile transformation framework using Wilber's Four Quadrants model. It provides examples of how agile concepts and practices apply to the individual, collective, interior, and exterior dimensions. The document also describes exercises for attendees to discuss how session content applies across the different quadrants. Key takeaways are that practical transformation must consider all dimensions and that models are imperfect but can still be useful.
Practical Integral Agility
- 3. KEN WILBER
- 4. INTEGRAL AGILE TRANSFORMATION FRAMEWORK http://www.trans4mation.coach/pre-order/ MICHAEL SPAYD
- 5. QUADRANTS individual collective interior exterior I psychology IT behavioral ITS systems WE culture
- 6. analysis metrics behavioural competencies systems thinking empirical control vision corp. culture diversity EQ psychological profiles introspections meditation leadership development individual collective interior exterior I psychology IT behavioral ITS systems WE culture org. structures QUADRANTS: EXAMPLES
- 7. QUADRANTS: EXAMPLES AGILE psychology prof. coaching Leadership Agility (Joiner) Leadership Circle (Anderson) Schneider model CVF Tribal leadership (Logan) Systems coaching (ORSC) Kanban method systems thinking ToC Beyond budgeting SAFe tech. practices Agile engineering practices individual collective interior exterior I psychology IT behavioral ITS systems WE culture applying scientific method
- 8. EXERCISE ▸ Groups of 2-3 people sitting next to each others ▸ Quick introduction (name, role) ▸ For every session that you attended, think about: ▸ One main point / take-away ▸ Which quadrant it belongs and why Discuss it in your small group
- 9. PRACTICALITY IS NOT THAT PRACTICAL
- 11. ALL MODELS ARE WRONG, SOME ARE USEFUL. George Box
- 12. DAILY STANDUP 1: MANAGER SHOWS UP I WE ITS IT Shallow reason: micromanaging us, want to know when it is going to be done Want to learn more about new meetings in his dept. Want to understand how Scrum is going to work in a multi- team environment Want to explore changes in accepting responsibility after a transition to Scrum Want to explore implications of a new way of working with him
- 13. DAILY STANDUP 2: NEVER-ENDING USER STORY I WE ITS IT Shallow reason: estimation mistake with story points (again), when these developers would learn to estimate Skills are not enough within main competence area for full task completion Don’t want to learn new things Scary to admit Problems are not openly discussed Escalation mechanism is absent
- 14. I WE ITS IT Shallow reason: velocity Let’s consider that we are taking more work than completing all the time Let’s compare better (with estimation net) Why it is not OK to take few items? Am I ready to admit that I’m completing a little? PLANNING: HOW MUCH SHOULD WE TAKE
- 15. RETROSPECTIVE ▸ Set the Stage ▸ Gather Data ▸ Generate Insights ▸ Decide What to Do ▸ Close
- 16. ▸ IT ▸ ITS ▸ сo-location ▸ PO involvement ▸ WE ▸ Pair work ▸ cooperation ▸ I ▸ Addressing issues ▸ openness ▸ responsiveness RETROSPECTIVE
- 18. CHALLENGES I WE ITS IT Deploy dependencies user story sign-off Reporting expectations Unstable environment Inability to accept reality Lack of refactoring Lack of motivation Multi-tasking ScrumMaster Role ambiguity Not accepting feedback Disrespect to timing
- 19. TRANSFORMATION TOUCHES ALL QUADRANTS I WE ITS IT
- 21. MEASURE
- 22. THE LEADERSHIP CIRCLE PROFILE
- 23. ▸ The same groups of 2-3 people ▸ Questions: ▸ 1-2 points from this presentation that effected you most Discuss in a group ▸ 1-2 ideas of what you are going to do after this presentation Discuss in a group EXERCISE
- 24. KEY POINTS ▸ Practicality is not that practical (as we wish and want) ▸ Integrality of transformation