People and interactions, motivation and reflections are at the heart of the Manifesto for Agile Software Development. I invite you to take a closer look at our and others intrinsic motivation, explore how different ways of interacting with others impact our brain and behavior at work as well as do appreciative inquiry concept based personal retrospection at the end.

1. People, brain and change
in the Manifesto for
Agile Software Development
by
with support fromNovember 23, 2017

2. About me
20 years with computers and stuff.
Agile always; last 4.5 years dedicated to Agile for others.
Part of
Slowly targeting to become independent Agile Coach as part of

3. Manifesto for Agile Software Development
http://agilemanifesto.org/

4. People, brain and change
in the Manifesto for
Agile Software Development
0 %

5. People, brain and change
Agile values
Individuals and interactions
Agile principle #5
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
14.3 %
Motivated by whom? Motivated how?

6. Motivation
is the reason for people's actions,
desires, and needs. Motivation is also
one's direction to behavior, or what
causes a person to want to repeat a
behavior. A motive is what prompts the
person to act in a certain way, or at
least develop an inclination for specific
behavior.
28.6 %
Majority psychological theories stress
that motivation exists purely within the
individual!

7. Intrinsic and extrinsic motivation of individuals
42.9 %
will
curiosity
learning
enjoyment

8. Management 3.0
57.1 %

9. Least
Moving motivators
Most
Negative change
Positive change
71.4 %

10. My moving motivators
85.7 %

11. People, brain and change
Agile values
Individuals and interactions
Agile principle #5
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
100 %

12. People, brain and change
in the Manifesto for
Agile Software Development
0 %

13. People, brain and change
Agile values
Individuals and interactions...
Customer collaboration...
Agile principle #4
Business people and developers must work
together daily throughout the project.
Agile principle #6
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
8.3 %
Where’s the Brain???

14. David Rock
A brain-based model for
collaborating with and
influencing others. First
published: NeuroLeadership
Journal, 2008.
SCARF
16.7 %

15. SCARF’s five domains of social interaction
Status
Certainty
Autonomy
Relatedness
Fairness
Describes factors that activate a
reward (approach) or threat (avoid)
response in human brain in social
situations.
25 %

16. SCARF - Status
THREATENING: Status down REWARDING: Status up
Left out of activity (physical pain) Simply involve.
Giving advice/instructions or
saying you are not effective
Don’t. Better ask.
Can I offer you feedback?
(Footsteps at night)
Give positive feedback,
acknowledge publicly.
Performance reviews
(very often)
Make people evaluate
themselves, then improve their
own results.
33.3 %

17. SCARF - Certainty
THREATENING: Certainty down REWARDING: Certainty up
If not all is said what will happen
(distracts attention)
Meeting expectations, desirable
outcomes, agendas, inform timely.
State clear what are expectations,
verbally agree how long session will run.
Not knowing expectations
from boss, PM, PO
Significant change Inform, involve, tell, prepare.
Music with repeating patterns, well know
place, breaking down complexity into
smaller parts, when learning: tell agenda,
teach agenda, summarize agenda.
41.7 %

18. SCARF - Autonomy
THREATENING: Autonomy down REWARDING: Autonomy up
Micro-management ...trust them to get the job done :)
Working in a team
Team compensation with increased
status, certainty and relatedness.
“Here is what you have to do”
Statement ‘Here’s two options that could
work, which would you prefer?’
Self-directed learning portals,
self-service systems.
Allow people to organize desks, workflow,
working hours (within limits).
50 %

19. SCARF - Relatedness
THREATENING: Relatedness down REWARDING: Relatedness up
Collaboration of people from different
cultures who do not meet in person
Use video meetings, meet in person.
People in teams share personal
aspects via stories, photos, social
networking sites.
The key: Increase safe connections
between people. Small group learning,
working in smaller groups.
58.3 %

20. SCARF - Fairness
THREATENING: Fairness down REWARDING: Fairness up
Lack of clear ground rules,
objectives and expectations
Allowing teams to identify their own
rules.
Unfair pay/salary system
Even a slight reduction in senior
executive salaries during a difficult time
may go a long way to reducing
a sense of unfairness.
In a classroom that creates the
rules of what is accepted behavior is
likely to experience less conflict.
66.7 %

21. SCARF summary
75 %
Feeling safe.
Do you feel safe at
work?

22. Safety at work (anonymous)
1 10. . . . .
I am involved always. I am
offered options, I can
decide.I can ask/say
anything, I can be open with
everyone, I can disagree
with others, incl.managers, I
can admit I am not
competent and I need to
learn, I ask for help when I
need it, I am not judged, I
can take risks, experiment.
I am never involved. Others
often tell me I am ineffective.
I am informed 5 min before
something happens, I do not
know what is expected from
me. I am micromanaged all
the time, others swear at
me, judge and laugh at me
when I propose ideas. I
cannot talk to my manager.
83.3 %
.

23. Safety first
91.7 %

24. People, brain and change
Agile values
Individuals and interactions...
Customer collaboration...
Agile principle #4
Business people and developers must work
together daily throughout the project.
Agile principle #6
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
100 %

25. People, brain and change
in the Manifesto for
Agile Software Development
0 %

26. People, brain and change
Agile values
Responding to change...
Agile principle #2
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Agile principle #12
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
25 %

27. Change
50 %

28. Problems vs Appreciations
75 %

29. Small Safe Steps
Step 1
In the past and/or today, think of people you feel/felt good working with, you
feel/felt safe working with. Write the names of those people.
Step 2
Now, given those people in Step 1, can you describe what it is/was like being
good and safe with them? What you/they are/were doing?
Step 3
Based on information above, what could you possibly do to foster and create even
better and safer interactions with people you’re working with?
100 %

30. Wrap-up & questions
People (intrinsic motivation)
Brain (safety at work)
Change (based on what’s
good)

31. Thank you!
November 23, 2017

32. Sources
Manifesto for Agile Software Development
https://en.wikipedia.org/wiki/Motivation
Management 3.0
SCARF model
Modern Agile
Google High Performance Team’s Research
Appreciative Inquiry