People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
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Stephanie Cooper - Genuine Curiosity - Conversations for Change
1. Genuine curiosity –
conversations for change
Stephanie Cooper
Lean|Agile Consultant, Assurity Consulting
Your pic
With special guest stars - Ceedee Doyle & Gareth Evans
3. This session
• Context – influencing change
• Mindset and defensive behaviours
• Conversation – demo
• Tools
• Conversation the next day – demo + your help
4.
5. Context – influencing change
Agile
Scrum
Kanban
TDD
BDD
Spec by Example
SAFe
Evidence-based management
User-centric design
A/B Testing
Test automation ………….
What we need to do, is … [insert term]
6. Some reactions
Yay!
My idea
Sure thing
Missy
Tried
Who the before
*@#?
My role??
8. Success?
In 6 weeks:
• Reduced time work blocked by one-third
• Identified options for earlier delivery:
• Project 1: reduced from 200 days to 60 days
• Project 2: reduced from 1 year to 5 months
• Baseline cycle time – thought 2-3 mths, actually 4 mths
• Reduced local dev install - 2-3 days 1-3 hrs
• Source code checkout - 20 mins 3 mins, 800MB 180MB
+ + +
9. Put simply, because many professionals are almost always successful at what
they do, they rarely experience failure. And because they have rarely failed, they
have never learned how to learn from failure. So whenever their single-loop
learning strategies go wrong, they become defensive, screen out criticism, and
put the "blame" on anyone and everyone but themselves. In short, their ability
to learn shuts down precisely at the moment they need it the most.
Chris Argyris, Harvard Business Review, May/Jun91
Failing = Learning
Think about the last time you failed.
How do you describe it to yourself?
10. My point of view: I want better results
These results are not good enough – if that’s all I get, I am failing.
I want to be able to influence sustainable (grows without me) and
scalable (grows beyond me) change for the better.
We reflected on how our own thoughts and actions
had contributed to the outcome.
11. Influencing change - conversations
… Many times I’ve seen individual, team and enterprise-wide change initiatives
fail to deliver results because the groups involved lacked the critical reasoning
and conversation skills necessary to achieve their vision.
Alternatively, most of the successful professionals I have encountered practice
what Chris Argyris of Harvard and Donald Schon of MIT refer to as double-loop
learning.
William R. Noonan, Discussing the Undiscussable
12. Single and double-loop learning
Goals, actions
What we do
Results
What we get
Single-loop
Beliefs, values,
assumptions
Why we do what we do
Double-loop
14. Two mindsets – which is most like yours?
I couldn't tell him the
truth, I didn’t want to
embarrass him.
The answer is
obvious.
They may have a
point, I need to know
more about that
What am
I missing?
15. Two mindsets – which is most like yours?
1: Unilateral Control 2: Mutual Learning
Governing values Achieve the purpose as the actor defines it
Win, do not lose
Suppress negative feelings
Emphasize rationality
Valid information
Free and informed choice
Internal commitment to the choice and constant
monitoring of its implementation
Primary Strategies Control environment and task unilaterally
Protect self and others unilaterally
Sharing control
Protect self and others bilaterally
Participation in design and implementation of
action
Operationalized by Unillustrated attributions and evaluations e.g. “You
seem unmotivated”
Advocating courses of action which discourage
inquiry e.g. “Let’s not talk about the past …”
Treating ones’ own views as obviously correct
Making covert attributions and evaluations
Face-saving moves such as leaving potentially
embarrassing facts unstated
Attribution and evaluation illustrated with relatively
directly observable data
Surfacing conflicting view
Encouraging public testing of evaluations
Consequences Defensive relationships
Low freedom of choice
Reduced production of valid information
Little public testing of ideas
Single-loop learning
Minimally defensive relationships
High freedom of choice
Increased production of valid information
Public testing of ideas
Increased likelihood of double-loop learning
Drawn from a presentation by Absolum (2006), based on the original models proposed by Argyris and Schön.
16. Mindset 1 – Characterised by defensive behaviour
Protecting ourselves and others from conditions of threat or
embarrassment.
Me
You?
17. Defensive behaviours in action
• Ceedee and Gareth will act out a conversation.
• You will get a worksheet which lists some defensive
behaviours.
• Please choose two of these behaviours – watch the
conversation and see if you can spot the behaviours in action.
18. Introducing Ceedee & Gareth
• Cloud-based timesheeting software company
• Using Scrum, releasing to customers every 4 months
• Last release re-skinned, some unhappy customers
Ceedee - Product Owner
Gareth – Tech Lead
19. Debrief
• Did it sound familiar?
• What behaviours did you see? From who?
• What were their assumptions?
• What happens next?
20. Tool to help us understand what’s going on
Ladder of inference – jumping to conclusions
21. Mindset 2: Mutual Learning
Tools to help us develop this mindset
• Mindfulness
22. Mindset 2: Mutual Learning
Tools to help us develop this mindset
Advocacy Inquiry
State your
views with
examples
Ask open
questions
23. Within a matter of minutes, I watched the level of
alertness and ‘presentness’ of the entire group rise ten
notches – thanks not so much to Argyris’s personal
charisma, but to his skilful practice of drawing out…
generalisations.
Peter Senge on Chris Argyris as a teacher, 1990
24. Some examples of stating your views
http://www.slideshare.net/derekwinter/mental-models-7989038
What to do … What to say …
State your assumption and describe the data that
lead to them
“Here’s what I think and here’s how I got there…”
Explain your assumptions “I assumed that …”
Make your reasoning explicit “I came to this conclusion because ...”
Explain the context of your point of view: who will be
affected by what you propose, how will they be
affected, and why
“To get a clear picture of what I’m talking about,
imagine you’re a customer who will be affected …”
Give examples of what you propose, even if they
hypothetical or metaphorical
Make your thinking process visible (walk up the ladder of inference slowly)
25. Some example questions
You agree, don’t you? Do you see it differently?
http://www.slideshare.net/derekwinter/mental-models-7989038
When … You might say …
Strong views are expressed without any reasoning or
illustrations …
“You may be right, but I’d like to understand more.
What leads you to believe …?”
The discussion goes off on an apparent tangent … “I’m unclear how that connects to what we’ve been
saying. Can you say how you see it as relevant?”
You doubt the relevance of your own thoughts … “This may not be relevant now. If so, let me know and I
will wait.”
Two members pursue a topic at length while others
observe …
“I’d like to give my reaction to what you two have said
so far, and then see what you and others think”
Several views are advocated at once … “We now have three ideas on the table [say what they
are]. I suggest we address them one at a time …”
vs
27. Mindset – Mutual Learning
Mindfulness
How am I reacting?
Body language?
Withholding any info?
What are my assumptions?
State views
with examples
Ask open questions
Challenge your own
and others’ thinking
29. Hi Gareth – not sure we got off on the right foot there.
Would you like to meet for coffee?
Sure. Are you buying?
30. Debrief from conversation
• How would you describe the differences between the
conversations?
• Outcome
• Mood / tone
• What might happen next?
• Did you notice mindfulness/reflection?
• Did you notice use of examples?
• Did you notice use of open questions?
31. Why bother?
• Manipulative
• Fake
• Giving up power
• Why should I make the effort?
• Exposing self
• Emotional risk
• Don’t have time
32. When it goes …
Wrong
• Recipes ‘eg. what is the data that lead you to that conclusion?’ - awkward
• Haven’t contracted with the other person for reflective learning
• Arguing over what fits at what level on the ladder
• Seem too calm under fire - in control - need to remember to be more vulnerable
and share what is going on. Being human is what it is all about.
Right
• Stronger relationships – co-operation over self-interest
• Synergy that comes from different perspectives being applied to an issue/situation
• Encouragement to put in the time and effort again
33. Summary “How we relate to each other is the greatest leverage for change.
The medium in which we work together is conversation.”
• My POV: If you want to influence change for the better that is
sustainable (grows without you) and scalable (grows beyond you), you need
to be genuinely curious and willing to learn from others
• Massaging the knot – discussing undiscussable issues
• Practise having good conversations about difficult issues
• Mindfulness, state views with examples, ask open questions
• Greatest leverage for change is our own behaviour
• Do you think you could/would try it?
Bill Noonan
34. Thanks for listening…
Stephanie Cooper
Assurity Consulting
steph.cooper@assurity.co.nz
Your pic
35. References
"Argyris: TEACHING SMART PEOPLE HOW TO LEARN." Argyris: TEACHING SMART PEOPLE HOW TO LEARN. Web. 30 Aug.
2014. <http://www.soules.ca/argyris.html>.
"Chris Argyris: Theories of Action, Double-loop Learning and Organizational Learning." Infedorg. Web. 30 Aug. 2014.
<http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/>.
"The Ladder of Inference." Benjamin Mitchells Blog. Web. 30 Aug. 2014. <http://blog.benjaminm.net/argyris/the-ladder-of-inference/>.
"The Ladder of Inference Creates Bad Judgment." YouTube. YouTube. Web. 30 Aug. 2014.
<https://www.youtube.com/watch?v=K9nFhs5W8o8>.
"Mental Models." Mental Models. Web. 30 Aug. 2014. <http://www.slideshare.net/derekwinter/mental-models-7989038>.
Noonan, William R. Discussing the Undiscussable: A Guide to Overcoming Defensive Routines in the Workplace. San
Francisco: Jossey-Bass/Wiley, 2007. Print.
I’m an Agile Coach and Transformation Consultant. I want to talk to you today about conversations for change and how genuine curiosity will influence the outcomes of those conversations.
Consultant – position of influence but not power/control. Can maybe make some people do agile, but absolutely can’t make them be agile.
You’ll see I’ve got some special guests as well, my colleagues Ceedee and Gareth. More about their part in this in a minute.
My first question is who do you listen to? As Agilists we say we are open to trying new things, we have a mindset of learning and discovery. But I suspect that we are open to listening to industry experts and maybe our peers, but how often do we really listen to those we are trying to influence?
I talk and talk – tell them all about it, cite success stats/benefits, drop names of international influential people, ask questions that are designed to lead to the answers I want.
Who does she think she is?
That’s never going to work here – I’ve tried it before
What does that mean for my role?
This is great – she supports my idea
Wait you out missy
Ongoing heroic effort by me
Agreement, participation
Sabotage
Fragmented approach – all different directions
All talk, no action
Client a few years ago.
Plus achievements:
Agreement to continue pilot of deployment pipeline
App server deployment from manual 1 hour to scripted 3 mins
Dev/Test collaboration identifies issues early and removes delay of SIT scoping phase
Practices – spec by ex, retros, progressive elaboration
Team ready to write automated tests when development begins
+ other imminent achievements
But our sponsor on holiday 3 weeks, massive restructure underway in the department, Head of the department left the role and person who replaced didn’t continue our work as it was seen as too much change going on. And the benefits were never realised from the changes we’d made. It wasn’t picked up and carried on.
So I don’t see it as a success.
As change-makers we often believe that if we get the results with the work, the rest will follow. This comes from a culture that is task and achievement-oriented over relationship building, and tell over ask – more successful if we give answers than if we ask questions.
As Agilists, we talk about learning from failure, fast failure.
Chris Argyris, Professor at Harvard Business School, known as co-founder of Organisation Development and know for his seminal work in Learning Organisations.
You are very keen to influence other people – are you willing to be influenced by those same people?
On flipchart:
Single-loop learning: if that action didn’t work, propose an alternative action. Take the situation as given. eg. thermostat makes a decision to turn either on or off to regulate temperature in a room.
Double-loop learning: asks why did this problem exist in the first place? Change in frame or re-contextualisation opens new possibilities for action outside the range of single-loop learning. Is this a good time to switch settings? Are there people in here? Are they in bed? Are they dressed for a colder setting? Did someone leave the door open? — thus it orientates itself to the present environment in order to make the wisest decision.
Only get double-loop learning when have what is described as a ‘Mutual Learning Model Mindset’.
Not just what is the problem, but why does the problem occur?
Not getting product out the door fast enough, try Scrum, Scrum didn’t work, try Kanban.
Double-loop learning involves looking at why not getting out the door fast enough, being able to challenge assumptions and beliefs about the way things have to happen. The reasoning processes of people inhibit the exchange of relevant information that makes double loop learning difficult.
You start questioning why work is not getting out fast enough, people start to get defensive, may not share all relevant information.
There are two different mindsets in operation.
Which best describes your mindset when you go into a conversation where you want to influence change? Think individually, then show of hands – 1, 2, not prepared to commit yet!
Not me!
Get rid of it!
What’s wrong with that?
Check people feeling worried about which one they are – is it good/bad?
Mutual Learning Model - I may have some answers, but they are not the only ones. I want to know what you think because I respect your point of view and believe that we can get a better outcome if we work together and learn from each another
My defensive reactions. Sullen or ‘just cause you cried when you got the strap’ when I was 11 years old. Now ‘listen sweetheart!’
What are yours? Think about last difficult conversation you had. How did you respond? I’ll give you a few minutes, then ask you to share with your neighbour.
Stop talking – to others and to yourself. Learn to still the voice within. You can’t listen if you are talking.
Really listen to what the person said to you, don’t just be preparing what you want to say next.
How are you reacting? What is your body language? Are you withholding any information? What are my assumptions?
Notice how you are feeling and reacting, and be curious about why
Reflect now