Sample slides from workshops (slideshare)
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The document contains slides from a presentation on organizational culture and team dynamics. It discusses topics like psychological safety, defining culture and values, leadership challenges, and building effective teams. The slides use exercises and metaphors to explore how a team views its past, present and future, and to develop a shared understanding of its culture and ways of working.
Sample slides from workshops (slideshare)
- 2. 2 Samples only • Lots of visuals • Games and mindset change • Challenges to staus quo • Psychological Safety • Team analysis (none shown) • Team dynamics (none shown) • Paired working (none shown)
- 3. 3 Why are we here? • Can we get more from the retrospective we’ve just had? • Has the retrospective taught us anything? • Do we share the same view of where we have been and are today? • Do we share the same view of where we are going? • How are we getting to our future? • How do the different parts of the team come together? • What are the values of the different parts of the team, the same different? • Do we share a way of working and a culture? • Is a shared way of working / culture important? Communication / Leadership
- 4. 4 Marshmallow Challenge • Do not open the kit until told • Build the tallest freestanding structure with entire marshmallow on top within 18 minutes • You may break the string, tape or spaghetti http://marshmallowchallenge.com
- 5. 5 Reflecting on Marshmallow Challenge
- 7. 7 Why and Purpose Source: https://www.startwithwhy.com/
- 8. 8 Defined vs. Empirical Source:: “Complexity and Organisational Reality” – Ralph D Stacey, Cynefin, D Snowden Technology uncertainty Requirement uncertainty Chaos “Nobody knows” Complex “We’ll know in hindsight” Emergent practice Complicated “Experts know” Good practice Simple “Everybody knows” Best practice
- 9. 9 Three pillars of an empirical process AdaptionInspectionTransparency Empirical process
- 10. 10 The learning organisation triangle Beliefs Intrinsic Behaviours Actions Results Doing Being
- 11. 11 Roles Org Chart Processes Tools LanguageCustoms Behaviors Values Traditions Beliefs Stereotypes Taboos Visible formal system Invisible informal system New agile structure Misaligned organisation!= Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf, Culture The organisational iceberg
- 12. 12 Back of the Boat • Use the metaphor to describe your journey • We will go back 18 months • You have been on a cruise and are looking off the back of the boat at where you have been • Remember and describe your journey to now • You can use all the sea going metaphors • Often useful to have a discussion first in a 2/3 of teams – That horrendous bug could we a reef – That new client could be a paradise island – That new capability could be a safe harbour
- 13. 13 North South Imagine A Room – We Can All Describe It
- 14. 14 Engagement through Story Writing
- 15. 15 Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. What’s your culture?
- 16. 16 47% 41% 9% 3% Source: http://collectiveedgecoaching.com/2010/07/agile__culture/ Agile friendly culture
- 17. Change Challenges People Efficiency Effectiveness Managed Led InnovationStatus Quo >80% of Organisation <20% of Organisation Managed Led The status quo is safe, it is how I got here My status is based on the status quo, why should I change what isn’t broken If I really try and change this I am going to upset my executive colleagues Vision is hard People follow leaders who have vision 1 7
- 18. Empirical and Defined Processes 1 8 “Complexity and Organisational Reality” – Ralph D Stacey Technology Close To Certainty Far from Certainty CloseToCertaintyFarfromCertainty Complex Requirements
- 19. Leadership and Uncertainty 1 9 Managed Led ManagedLed
- 20. Lencioni Model 2 0 Inattention to results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust
- 21. 21 Lencioni Model Absence of Trust – here Lencioni focuses on the leadership role in the team, the principle is based on the need for the team to trust each other by being ‘venerable’ Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is indicative of a disruptive and ‘non-collegiate’ colleague. This creates the psychological phenomenon of ‘group think’. Lack of Commitment – this is also sometimes referred to as “Cabinet Responsibility” Avoidance of Accountability – this is about the collective holding the individuals to account, it is not about blame Inattention to Results – This is about the team being accountable for the overall result and the leader keeping focus on that, 2 1
- 22. 5 Behaviours of Successful Teams 2 2© 2014 RADTAC Ltd. Focussed on Results Stepping up and being Accountable Team Committed Good Conflict Trust your Colleagues
- 23. 23 Summary - 5 Functions of Good Teams Trust your colleagues Passionate and unfiltered debate on important issues Team and all individuals committed to goals for this period Team holds itself and members accountable for commitments Collective set of results that are common and well understood 2 3 © 2014 RADTAC Ltd.
- 24. 24 Motivated and Talented Individuals 2 4 “Drive: The Surprising Truth About What Motivates Us” – Dan Pink (2012) © 2014 RADTAC Ltd.
- 25. 25 Core values • Focus – Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner. • Courage – Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges. • Openness – As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed. • Commitment – Because we have great control over our own destiny, we are more committed to success. • Respect – As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect Source: http://www.scrumguides.org/scrum-guide.html#theory
- 26. What do we do? michael.short@cultureworksconsulting.com
- 27. 27 What we do: Leadership, Purpose, Design • Leadership – Executive Coaching (Strengths and Leadership) – Executive Assessment (Individually and Team) – Executive Team Coaching (Workshops / RealTime) – Leadership Development Programmes – Team Building www.CultureWorksConsulting.com
- 28. 28 What we do: Leadership, Purpose, Design • Mission / Purpose Development • Strategy • Value Creation – Concepts – Customers / Clients – Core Competences – Costs www.CultureWorksConsulting.com
- 29. 29 What we do: Leadership, Purpose, Design • Operational Models • Customer Feedback Loops • Internal Feedback Loops • Transformation / Change Management (Agile) • Prioritisation • Timeboxing • Metrics www.CultureWorksConsulting.com
Editor's Notes
- #10: INSTRUCTOR NOTES The empirical process is nothing new We use empirical processes in day to day life. For example getting to the course today you would have made a plan as to how to get here on time. If there had been a road/train closure you would have to inspect the situation and adapt your plan.
- #11: Intrinsic Behaviours and Beliefs = Organisational Development Results and Actions = Empirical Development
- #12: Digital by Default Standard
- #26: Not in the scrum guide. Talk with your neighbour. Which one, if there was more of, would make the greatest difference to your company. I choose courage