Agile Day 2015 - Integral Agile Team Health

1. Agile
NYC
Day
#ad15
Lyssa
Adkins
@lyssaadkins
An Integral Agile View on
Team Health

2. © 2015 Agile Coaching Institute
We
have
HUGE
aspirations
for
Agile.
Don’t
we?

3. © 2015 Agile Coaching Institute
Source:
Version
One
2013
“State
of
Agile”
Survey

4. © 2015 Agile Coaching Institute
Enterprise
“Noise”
Impacts
Teams
What’s
the
org
structure? What’s
the
culture?
How
do
leaders
lead?
Who
likes
whom?
How
do
I
get
ahead?
How
do
you
get
things
done
here?

5. Upgrading is a Fact of Life

6. Which
are you
attracted
to?
©2013 Michael K. Spayd

12. © 2015 Agile Coaching Institute
Coaching the Agile Enterprise
A
Handbook
for
Emerging
Transformation
Leaders,
Change
Artists
and
Benevolent
Trouble-­‐Makers
©2011-­‐15 Michael
K.
Spayd
Your
Guides….
Lyssa
Adkins
Michael
Spayd

13. © 2015 Agile Coaching Institute
What
is
Integral?
INTEGRAL:
“possessing
everything
essential
or
significant;
complete;
whole.”
Adapted
from
Brett
Thomas,
AQAL
Elements
Applied
to
Leadership.
IOS
&
AQAL
framework
are
based
on
the
work
of
Ken
Wilber
and
others
An
integral
approach
incorporates
all
of
the
essential
perspectives,
schools
of
thought,
and
methods
into
a
unified,
comprehensive
and
accurate
framework.

14. © 2015 Agile Coaching Institute
Psychological
Window
Behavioral
Window
Cultural
Window
Systems
Window
-Professional Coaching
-Personality tests (e.g., MBTI)
-Introspection / meditation
The
“I”
Perspective
-Scientific method
-Structured observation
-Metrics / statistics
The
“IT”
Perspective
-Mental models
-Facilitated dialogue
-Relationship Systems
Intelligence™ (RSI)
The
“WE”
Perspective
-Systems thinking
-Value stream mapping
-Empirical mgmt systems
The
“ITS”
Perspective
Integral
Quadrants
and
Methods

15. © 2015 Agile Coaching Institute
Integral
Example
from
Medicine
-­‐-­‐ treating
depression
-­‐-­‐
“I”
“WE”
“IT”
“ITS”
Psychotherapy
• introspective
• cognitive
Medications /
physical
treatments
• Socioeconomic status
• Availability of
insurance, treatment
options
• Available support
systems
• Support from family
• Prayer / good
intentions

16. © 2015 Agile Coaching Institute
Agile
Approaches
Mapped
to
Quadrants
“I”
“WE”
“IT”
“ITS”
• ‘Being’ Agile / Agile mindset
• Software Craftsmanship (values)
• The Leadership Circle (Anderson)
• Professional Coaching (Co-active)
• Doing Agile / behaviors &
practices
• Software Craftsmanship
(practices)
• Applying the scientific method
• Kanban (team level)
• Scaled Agile Framework™
• Beyond Budgeting
• Kanban (Portfolio level)
• Systems Thinking
• Theory of Constraints
• Holacracy
• Schneider’s culture typology
• Creating an Agile, collaborative
culture
• Systems Coaching / RSI™
• Examining mental models (Senge)

17. © 2015 Agile Coaching Institute
What’s
Your Preference?
? ?
? ?
“I”
“WE”
“IT”
“ITS”

18. © 2015 Agile Coaching Institute
Agile
Approaches
Mapped
to
Quadrants
“I”
“WE”
“IT”
“ITS”
• ‘Being’ Agile / Agile mindset
• Software Craftsmanship (values)
• The Leadership Circle (Anderson)
• Professional Coaching (Co-active)
• Doing Agile / behaviors &
practices
• Software Craftsmanship
(practices)
• Applying the scientific method
• Kanban (team level)
• Scaled Agile Framework™
• Beyond Budgeting
• Kanban (Portfolio level)
• Systems Thinking
• Theory of Constraints
• Holacracy
• Schneider’s culture typology
• Creating an Agile, collaborative
culture
• Systems Coaching / RSI™
• Examining mental models (Senge)

19. “It thinks
its one
grain is
all there
is to
love.”

20. © 2015 Agile Coaching Institute
Integral
Agile
-­‐ Team
View
Engaged
Individual Agilists
“I”
“WE”
“IT”
“ITS”
Relationships
& Culture
Valuable Products through
Agile Practices & Roles
Environment
Team
Mindset Practices &
Roles
Real Team with a
Resonant “We”
Smooth Beginning-to-End
Product Flow

21. © 2015 Agile Coaching Institute
Starter
Questions
for
an
Integral
Agile
Team
Assessment
• Lives Agile values & practices?
• Tolerates ambiguity and uncertainty?
• Feels free to take leadership?
“I”
“WE”
“IT”
“ITS”
Relationships &
Culture
• Purposes of ceremonies fulfilled?
• Sufficient technical practices?
• Pivotal roles filled completely?
Environment
Team
Mindset Practices & Roles
• A real “We” or “I’s”?
• Shared, compelling purpose?
• Conflict creates positive outcomes?
• Easy access to technical envs?
• Work flows to team at right level
of vision and granularity?
• Deployment is smooth and fast?

22. © 2015 Agile Coaching Institute
Helping
Teams
Increase
Health
Key
Skills
for
you
to
Develop
“I”
“WE”
“IT”
“ITS”
Teaching and Mentoring:
People can be given the knowledge
and demonstrable skill needed to
help them move fully into their Agile
roles and enact the practices
completely.
Team
Professional Coaching:
Team members can be helped to
handle, with grace, the ambiguity &
complexity and the pushes & pulls
of the modern work world
Facilitation:
Teams can be helped to leverage
the conflict & diversity inherent in a
collaborative environment in a way
that values relationship and results.
Analysis Tools:
Teams can more successfully
influence an external environment
that does not always provide
agility in the way we would like.