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Don’t Fail Fast - Learn fast: Failing fast is an option. But innovating fast is a must

  1. @AgileBossaNova | agilebossanova.org1@JuttaEckstein | @johnabuck Jutta Eckstein | @juttaeckstein John Buck | @johnabuck @AgileBossaNova | #agilebossanova Don’t Fail Fast - Learn fast: Failing fast is an option but innovating fast is a must Company-wide Agility with BOSSA nova
  2. @AgileBossaNova | agilebossanova.org2@JuttaEckstein | @johnabuck ■ Understand how to learn & innovate fast – Learn how to conduct experiments (probes), how to learn from them, and how to scale them – Understand the prerequisites for creating your own experiments – Learn how to design experiments dependent on the outcome you aim for in respect to the environment you are in – Understand that everyone in an organization can foster learning and innovation (faster) – Differentiate between continuous learning and the deep innovation that can grow from transformative learning – Develop strategies for the application in your own context Goals for the Workshop
  3. @AgileBossaNova | agilebossanova.org3@JuttaEckstein | @johnabuck Agenda ■ Welcome & set the stage ■ Defining the context ■ Frameworks for thinking (transformative learning) ■ Enabling continuous learning (probing) ■ Creating probes: hypothesis, experiments, measurement ■ Wrap-up
  4. @AgileBossaNova | agilebossanova.org4@JuttaEckstein | @johnabuck
  5. @AgileBossaNova | agilebossanova.org5@JuttaEckstein | @johnabuck WHAT? CHALLENGES
  6. @AgileBossaNova | agilebossanova.org6@JuttaEckstein | @johnabuck
  7. @AgileBossaNova | agilebossanova.org7@JuttaEckstein | @johnabuck Story of Little Girl A clever little girl and her father were shopping at a little neighborhood store. As they packed up their purchases, the owner of the store offered the little girl some free sweets in a bowl. “Get a handful of sweets," the merchant said to the girl. The girl just stood there looking up at her father. The owner repeated himself: “Honey, take a handful of sweets...they’re free.” Again the girl did not move, continuing to look up in the face of her father. Finally the father reached into the bowl and got a hand full of sweets and put them in a bag. As they walked home, the father asked his daughter why she didn’t grab a hand full of the free candy. The girl, with a big grin on her face, looked at her father and said… [What do you think the girl said?]
  8. @AgileBossaNova | agilebossanova.org8@JuttaEckstein | @johnabuck Recap: Retrospective ■ The 5 phases: – Welcome & set the stage – Gather data – Generate insights – Decide what to do – Closing ■ Think about 3 actions decided in your last retrospective
  9. @AgileBossaNova | agilebossanova.org9@JuttaEckstein | @johnabuck Hypothesis & Experiments ■ The hypothesis – Should be an assumption / a statement about • What you expect to happen • Under such and such conditions ■ The experiment(s): – Its purpose is to test your assumption stated in the hypothesis – Need some kind of measurement (pre-/post) or comparisons with control groups – Need to be actionable by the author
  10. @AgileBossaNova | agilebossanova.org10@JuttaEckstein | @johnabuck
  11. @AgileBossaNova | agilebossanova.org11@JuttaEckstein | @johnabuck Definition of a Probe ■ Probes are defined by small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory.
  12. @AgileBossaNova | agilebossanova.org12@JuttaEckstein | @johnabuck Reflect ■ Come up with a (key) challenge you tried to solve more than once – Could also be one from your retrospectives
  13. @AgileBossaNova | agilebossanova.org13@JuttaEckstein | @johnabuck Team Processes for Transformative Learning and Innovation 1. Problem framing and reframing Members reframe views individually and collectively based on internal and external insights. 2. Boundaryless solution generation The team becomes boundaryless as information is sought and given freely. 3. Iterative experimentation Experimentation is frequent and bold; it is both individual and collective. 4. Integrating Perspectives Members seek out views that may be disconfirming or challenging. The team acquires the collective memories that enable sudden leaps of insight. ©ProcessesforSynergistTeamLearning,adaptedfromKasl,Marsick,andDeChant(1997,p.x)
  14. @AgileBossaNova | agilebossanova.org14@JuttaEckstein | @johnabuck Failing Fast ■ How can the following three statements be true? 6 1 3 = 1 7 5 8 = 2 1 7 5 = 0
  15. @AgileBossaNova | agilebossanova.org15@JuttaEckstein | @johnabuck Reflect on the Situation ■ Take time to think about the situation of your challenge – How am I thinking about the situation? • E.g., what am I assuming? • What would it be like if I don’t make that assumption? • What do you observe? • Can you validate the observation – how would you do that? – So, what is your hypothesis?
  16. @AgileBossaNova | agilebossanova.org16@JuttaEckstein | @johnabuck Design of a Probe ■ Name of the Probe: – <A question that reflects your hypothesis, your curiosity> ■ Background: – <Define the context of your situation> ■ Hypothesis: – <Define what you expect to happen> – <Observable impact> ■ Safe-to-fail experiment: – <Define what do you want to try and how you can (dis) prove the hypothesis>
  17. @AgileBossaNova | agilebossanova.org17@JuttaEckstein | @johnabuck Sample Probe ■ Sample Abstract from Ashish Agarwal: How can we enable teams to discuss openly their impediments and improvements in retrospective? Agile is being followed in most teams and organisations now. They are also doing retrospectives. But most of the time, the right set of impediments and improvements are not the output of these retrospective meetings as they have a fear that if they speak up it would impact them in appraisals. If we do not have managers in the retrospectives, then the team will open up with their impediments and improvements as they will feel safe. So, this probe talks about how removing managers from retrospectives impacts the team and how they bring the impediments/improvements and also question each other openly making each other accountable.
  18. @AgileBossaNova | agilebossanova.org18@JuttaEckstein | @johnabuck Measurement & Control ■ Without comparison you won’t know what you learned – Pre- and post-measure for comparing results: • Measure your observation (stated in the background) • Use the same measurement after conducting the experiment – Controls for comparing results - if possible • Use two (or more) comparable groups • One group conducts the experiment the other (control group) does not
  19. @AgileBossaNova | agilebossanova.org19@JuttaEckstein | @johnabuck Importance of Publication ■ Collaborative learning depends on sharing learnings ■ Publishing also contributes to the author’s learning – as an author you need to reflect and look at your learning from a different perspective
  20. @AgileBossaNova | agilebossanova.org20@JuttaEckstein | @johnabuck
  21. @AgileBossaNova | agilebossanova.org21@JuttaEckstein | @johnabuck Thank you so much and… Stay in Touch: Jutta Eckstein | @juttaeckstein John Buck | @johnabuck @AgileBossaNova | #agilebossanova Company-wide Agility with BOSSA nova