The DNA for Catalysing Organisational Improvements
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Manoel Pimentel, an agile coach with over 20 years of experience, emphasizes the importance of agile coaching in fostering organizational changes, improving team behaviors, and achieving better outcomes. He introduces the Agile Coaching DNA as a practical framework to address challenges in adopting agile practices and focuses on promoting awareness and psychological ownership among team members. The document highlights coaching as a process of facilitating change rather than merely teaching, advocating for humility, curiosity, and collaboration in the coaching journey.
The DNA for Catalysing Organisational Improvements
- 1. Agile Coaching DNACatalysing Improvements Manoel Pimentel Agile Coach and Author leanpub.com/TheAgileCoachingDNA
- 2. About me Manoel is a catalyser of changes, author of the book ‘The Agile Coaching DNA’, speaker, cyclist enthusiast, and Agile Coach at at Elabor8 in Australia. He has over 20 years of experience working as a designer of solutions and helping software development teams to create better ways of working. Manoel is also passionate about innovative ways of improving organisations, for this reason, he helps companies applying practices of Management 3.0, Learning 3.0 and Lean Change Management and Agile in large scale.
- 3. My history with Coaching started in 2008 Perceived Changes Time First 2 months Following 4 months
- 4. In the first 6 months, I was: q Guiding q Leading q Teaching q Evangelising q Arguing
- 5. It wasn't enough (or effective)
- 6. Source of ideas and tools The Coaching universe • Psychology • Behaviour • Drivers/Motivators • Social dynamic • Change process
- 7. My history with Coaching started in 2008 Perceived Changes Time First 2 months Following 4 months
- 9. “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” John Whitmore - Coaching for Performance
- 10. How?
- 11. First quick Coaching experiment (let’s think about it) Fill the gaps…. Be creative J
- 12. #emptiness
- 13. The key idea about Coaching is: It’s the art of helping people to use the emptiness to create value IMHO
- 14. How? - key lessons for Coaches q Be vulnerable q Be humble q Be curious q Be a catalyst of reactions
- 16. My definition Agile Coaching is an approach to foster an organisation shift to improve the work, the behaviours, and the outcomes in the context of the development of solutions/products.
- 17. What’s the purpose of Agile Coaching?
- 18. Eliminate the 5 biggest issues
- 19. The DNA
- 21. What is it? A practical compass of objectives and metaskills to overcome the challenges and issues to adopting agile
- 23. The DNA - The Essence of Agile Coaching
- 24. The DNA - The Essence of Agile Coaching Our major focus
- 25. Evolving the DNA
- 26. Different shapes, same essence
- 29. Different hats?
- 31. Focusing on the essence, not the on the shape No mattersthe shape, the goal is to eliminate the issues in the system you are working on (team, product, project, organisation)
- 32. Prioritising the work (example)
- 35. Catalyse Improvement Providing support and facilitation to the change journey is the primary element during the Agile Coaching process. As Agile Coaches, we need to continuously help organisations, teams, and individuals in the journey from the current state to the future state. That is the real gist of coaching.
- 36. Define: Catalyse |ˈkat(ə)lʌɪz| “cause or accelerate (a reaction) by acting as a catalyst. the enzyme catalyses the oxidation of acetaldehyde.”
- 37. Models
- 38. The GROW model
- 40. Agile Coach == Change Facilitator
- 42. Promote AWARENESS To catalyse the improvements, it’s important to help people to be aware of the problems, gaps, needs, options of solutions, etc. Most of the time, Agile Coaches give support to people to explore their mindsets, behaviours, and consequences to promote changes and improvements.
- 43. Driving people’s attention to actionable areas
- 44. Perspectives
- 45. Situations
- 46. Gaps and Bridges # What are we? # What do we do? # What do we have? Bridges # What do we have to do?
- 47. Outcomes
- 49. Velocity
- 52. Lead Time and Flow Efficiency
- 53. Work Time 7.2 59% Queue Time 5.0 41% Overall flow efficiency (Drop 1, 2, and 3) Work Time Queue Time
- 54. Design 2.4 Design 1.9 Design 1.8 Ready 1.4 Ready 1.9 Ready 1.8 Impl 4.5 Impl 2.0 Impl 2.0 Ready 2.3 Ready 5.1 Ready 2.5 V&V 2.6 V&V 3.2 V&V 1.1 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0 AVG Drop 1 AVG Drop 2 AVG Drop 3 LEAD TIME (WEEKS) AVG Lead Time per Drop
- 55. Boost Ownership
- 56. Boost OWNERSHIP Awareness can lead people toward engagement. If we are aware of our problems and their implications, we are more likely to feel responsible for the solution. Ownership means that the person has sufficient commitment on the path toward some goal. In others words, the person is committed to knowing why and how to build the road to reach his or her purpose. This situation builds self-esteem and self-motivation.
- 57. Psychological Ownership "Psychological ownership is the feeling of possession over a target – an object, concept, organization, or other person – that may or may not be supported by formal ownership. This ownership not only defines the object (“that is my team”), but also, more importantly, the owner (“my team is Oxford United; I am an Oxford United fan”).” Paper: Psychological Ownership Effects and Applications, Helen Campbell Pickford, Genevieve Joy and Kate Roll
- 58. It’s not only about “Formal” ownership A racing car driver may define himself by the fact that he drives cars; over time, this can lead to a sense of ownership over the cars even if he does not personally own them
- 59. Psychological Ownership – Factors ● Autonomy ● Participative decision-making ● Sense of identification ● Ability to impact great outcomes
- 60. The key to unlocking ownership
- 62. Decentralised decision making The Seven Levels of Delegation (Management 3.0)
- 65. Tip for Agile Coaches to foster ownership #NoColonising #NoJudgement
- 66. “Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime.”
- 67. Questioning AND Listening Skills 80/20% Listening Questioning (using the emptiness)
- 69. Develop COMPETENCIES Maybe people will need a different set of skills to achieve the desired state. Most of the time, change means adopting different behaviours and new ways of working. People need to learn different responsibilities and activities during an Agile transformation. For this reason, they will need assistance and support to grow skills.
- 74. The KAFE of competencies This is about having all the necessary information, concepts, and theories regarding a domain/subject. This is the proper experience of applying the knowledge and handling the issues and nuances in a domain/subject This element is about how to perform more naturally without expending too much energy during the practice. This is about how to continuously use the competence to produce the best results and outcomes.
- 75. The KAFE Design
- 76. Experts define questions and answers Learners define questions but experts define answers Learners define both questions and answers 1.0 2.0 3.0 Models of Learning
- 79. Facilitate BARRIER REMOVAL Agile Coaches must act as change facilitators. A Change Facilitator is someone who helps the organisation to identify the opportunities to improve and foster collaborative strategiesto maximise the success of the change efforts. We always have driving forces (positive forces) and restraining forces (resistance) to achieve any goal during a change initiative.
- 80. Most typical barriers AntiFlow AntiValue AntiEvolution
- 83. How to reduce friction in organisational changes?
- 85. The DNA - The Essence of Agile Coaching
- 86. Summing up : Different shapes, same essence
- 87. Agile Coaching DNA Professional Network Community of Practitioners, Materials (PDFs, Tools, etc.) agilecoachingdna.pro
- 89. Questions?