Many of us who have tried to introduce Scrum and other agile methods into organisations have had to carefully navigate between the Scylla and Charybdis of “But Scrum says” dogmatism on the one hand, and the “But we are so unique, we have to develop our own method” mindset on the other hand. The Agile Manifesto says “We value responding to change over following a plan”.
However, the representatives of the various methods and schools are struggling to differentiate themselves from one another, leading more and more to disagreement about what Agile “really” is. These attempts to nail down the definition of agility, together with efforts to develop certifications based on these definitions, i.e. the battle for the “one true Agile”, result in the problem that Agile processes are being defined more rigidly and prescriptively, and thus themselves becoming even less agile.
Can a ScrumMaster also develop? Can the review and planning meetings be held on the same day? May / must / should the Product Owner participate in the Daily stand-up? These and many other questions have led to holy wars in the Agile community. Agile, though, is actually about something quite different. In his presentation, Joseph Pelrine will give an insight into the underlying theories and principles of Agile. After this presentation you tell if your process is right for you and how you can make it even better. This presentation is an attempt to explain Agile from the point of view of psychology and social complexity theory. But don’t worry – there won’t be too many big words!
What do you see when you look in your people eyes? How might you radically listen to them? How team emotions shape the products? Why work-life balance doesn’t exist? How would you know you’re ready to be dethroned as an agile leader?
I am sharing six hard stories for being a leader for agile people. The practices (not best, not good, just mine) that I’ve learned from many failures and many successes as Agile leader. 20 minutes, no slides. Just stories.
Thanks for coming and sharing and let’s meet again at Agile Zürich Meetups, Agile Coach Camp Switzerland, Agile Open Zürich and… Agile Tour Zürich 2020!
All individuals have to change at some point or another. In the agile world we want to see change all the time that results in that we grow and humans, teams and businesses. Behaviours are based on values and belief, but not only that but our old behaviours are also deeply imprinted in our brains through repetition and we need to replace them with new pathways that are even stronger. In psychology there is a model called the Trans Theoretical Model. It was created in the late 70’s and consists of five stages of change.
The Agile Mindset is critical to work successfully and effectively in an agile environment, nevertheless it is often forgotten. We are two psychologists who will give a definition and put the spotlight on understanding The Agile Mindset and its relevance for organizations as well as individuals.
As we experienced often the “problem of agile methods”, as we call it, we decided to put our focus of research on The Agile Mindset. Organizations in Switzerland often change their structure and adapt to an agile method – and think they are agile then – forgetting about the human being which has been adapting to a classical structure for years or even decades. The Agile Mindset is not only about acting agile (applying methods) but also about the thinking and feeling in an agile way. Currently we are developing a self-evaluation tool for The Agile Mindset and would be happy to share our results.
Have you ever wondered how a big Swiss company introduced OKRs? How we integrated them into our already existing culture? Which prerequisites we needed for the introduction? I’m Michael Sommerhalder from Digitec Galaxus and I’m going to present our experiences with OKR to you.
In the past, annual performance reviews regularly caused frustration rather than pleasure among our employees. This one-time feedback was focused on individual goals and because of normal distribution there was always some bargaining for out employees. In an increasingly complex environment, however, only strong teams can produce real innovation. That is why we are now concentrating fully on team goals and team feedback.
OKR was a perfect fit for our challenge. The method promised to improve the alignment between the teams and to unleash motivation. However, we wanted also to take into consideration our already existing culture that laid the ground for a successful introduction of OKR. Together with the previously introduced team feedback, OKR and team missions solved the challenge for us and improved the way we work greatly
What difficulties do employees experience when implementing Holacracy? What skills do they need to work functionally in this system? What roles do ego development and mindset play?
Possible answers are explained in this presentation: Within the framework of an explorative research project at a holacratic department of a Swiss telecommunications and IT company, employee interviews were collected and analyzed. The findings were contrasted with the experiences of holacracy and self-organisation experts. The comprehensive analysis of the case and expert data revealed first indications of important fields of action in the Holacracy implementation.
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