Want to work with the foundation of high-performance teams? How can we as leaders evolve and let our team evolve? See how we can work with leadership which motivates, engage and see beyond processes and tools. This material I use when running workshops with leaders going into Lean and Agile.

1. Self-organization
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2. Mattias Tronje
+46 76 0088114
Continuous Delivery Changemaker mattias.tronje@dektech.com.au
Marketing / Sales / Delivery
• Agile and Lean coach
• Trainer
• Drive Continuous Delivery value
proposal at DEK Technologies
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3. What is self-organization?

4. Exercise
• Stay in silence!
• Order yourselves in age order
• Reflections?

5. What are the benefits of self-
organization?
Exercise: Discuss in groups for 30 min
• What is self-organization? Think out of the box…
– What categorizes self-organization?
– Why do we strive towards it in agile teams?
– Are there different benefits?
– Who benefits from it?
– What’s the value for different roles?
– More…!?
• Present findings. Max 10 min / group.

6. Context of self-organization
Need
Value added
time
Value
Value stream
Flow efficiency = value added
time
÷
time period
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7. Context of self-organization
• Value stream – flow of value– waste reduction
• Respect people – empowerment
• Support agility and empirical process –
embrace change
• Continuous Improvements – learning and
adapting

8. Reaching for the potential of the
individual within the group

9. Motivation
http://youtu.be/u6XAPnuFjJc

10. Motivation
• Exercise: 30 min discussion in groups
– What motivates you? Why?
– What demotivates you? Why?
– What do you want in interaction with others?
Why?
– What do you don’t want in interaction with
others? Why?
• Present findings

11. Working in teams
Tuckman's stages of group development
Forming Storming Norming Performing

12. Working in teams
• Forming
– Individual's behavior is driven by a desire to be accepted
by the others
– Avoid controversy or conflict
– Serious issues and feelings are avoided
– Focus on being busy with routines
– Comfortable to be in, but the avoidance of conflict and
threat means that not much actually gets done!!
– Important because members of team get to know one
another
– Good opportunity to see how each member of the team
works as an individual and how they respond to pressure.

13. Working in teams
• Storming
– Different ideas compete for consideration
– Addresses issues such as what problems they are really supposed to solve
– How they will function independently and together and what leadership
model they will accept
– Open up to each other and confront each other's ideas and perspectives
– Necessary to the growth of the team
– Can be unpleasant and painful to members of the team who are averse to
conflict
– Some teams will never develop past this stage.
– Tolerance of each team member and their differences should be emphasized.
Without it = fail.
– Team members should resolve their differences and members will be able to
participate with one another more comfortably.
– The idea is that they will not feel that they are being judged, and will therefore
share their opinions and arguments.

14. Working in teams
• Norming
– The team manages to have one goal and come to
a mutual plan
– Some may have to give up their own ideas and
agree with
– All team members take the responsibility and have
the ambition to work for the success of the team's
goals

15. Working in teams
• Performing
– Some teams to reach the performing stage
– Able to function as a unit
– Find ways to get the job done smoothly
– No inappropriate conflict or the need for external
supervision
– Motivated and knowledgeable
– Competent, autonomous and able to handle the
decision-making process without supervision
– Team leading are almost always participative
– Make most of the necessary decisions

16. Working in teams -
dysfunctions
Inattention
to results
Avoidance of
accountability
Lack of commitment
Fear of conflict
Absence of trust

17. Working in teams -
evolving
• Interference of a leader content with level of
performance will prevent a team progressing
• Too many “diplomats” or “peacemakers”
especially in a leadership role may prevent the
team from reaching their full potential
• Balance support, facilitation, giving direction
with self-organization

18. Working in teams -
high-performance
A group of people with specific roles and complementary talents and
skills, aligned with and committed to a common purpose, who consistently
show high levels of collaboration and innovation, that produce superior
results.
Within the high-performance team, people are highly skilled and are able to
interchange their roles. Also, leadership within the team is not vested in a
single individual. Instead the leadership role is taken up by various team
members, according to the need at that moment in time. High-performance
teams have robust methods of resolving conflict efficiently, so that conflict
does not become a roadblock to achieving the team's goals. There is a sense
of clear focus and intense energy within a high-performance team.
Collectively, the team has its own consciousness, indicating shared norms and
values within the team. The team feels a strong sense of accountability for
achieving their goals. Team members display high levels of mutual trust
towards each other.
http://en.wikipedia.org/wiki/High-performance_teams

19. Building high-performance teams
The Progress Principle
http://www.youtube.com/watch?
v=XD6N8bsjOEE

20. Building high-performance teams
• Exercise: 60 min discussion in groups
– What Lean and Agile values, principles, practices and tools
are there to help us building self-organized teams? Discuss
and conclude.
– How can we, as leaders, lead teams into self-organization
and high-performance?
– How can we see-through that we reach the potential of
the individual within the group?
– How would you lead a self-organized high
performance team? Exemplify
values, principles, practices and tools.
• Present findings