People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
2. Your current team situation Your work with agility
• Learning about agile
• Transitioning to agile
• Working in an agile team
• Working in agile ways with
other teams
• Leading agile
• Working virtually in your team
• New team
• Cross-functional team
• Post merger / acquisition
environment
• Going through other change
10. Current situation
• more need to alignMore complexity
• employee engagement difficultDisengagement
• enterprise social networks do not
improve clarity and alignment.
Technology not a
substitute
11. “Problems caused by misalignment include confusion;
waste of time, money and opportunity; diminished
productivity; demotivation of individuals and teams;
internal conflicts, power struggles and ultimately project
failure as well as resulting in time and energy spent
doubting, conspiring, guessing or gossiping when that
same energy could be deployed in moving an
organisation forward.”
(Box, S., & Platts, K. 2005 – “Business process management: establishing and maintaining project alignment",
Business Process Management Journal, Vol. 11 Issue: 4, pp.370-387)
12. The Future of Work
• dispersed / diverse teams
• short term / freelance staff
• technology / automation
• demand for tailored / niche
• need for accelerated learning / innovation / performance
13. Not just about … Alignment is a source of
competitive advantage…
• performance
• innovation
• reputation
• sustainability
• engagement
• feedback
• diversity & inclusiveness
• employee experience
48. The problem
Teams are more effective than individuals
but effective collaboration is not merely a
case of putting people with relevant
knowledge together.
Team members face the challenge of
integrating their different perspectives and
collaborating as a single unit.
54. Lines of Communication 2000 AD
Laloux
Recognition of
the individual
Enabling and sharing skills and
ideas between people
55. Current situation 2019
Leaders are making sense of their
world at work to meet stakeholder
expectations:
Employee communication is
delegated to ‘internal comms’ who are
making sense of their world at work
to meet stakeholder expectations:
Leadership messages are our bible.
We need to make employees fit in
with what’s required.
I am in charge and will
make sure we deliver.
56. Definition of internal communications
https://en.wikipedia.org/wiki/Internal_communications#Role_of_IC_in_the_organization
“The IC function may perform the role of
• internal marketing
• channel management
• strategic adviser…”
1975
58. EXERCISE – all stand up
1. Do you have ideas and views about the
organization you work for?
59. 1. Do you have ideas and views about the
organization you work for?
2. Are you able to share these with your boss
or other leaders?
60. 1. Do you have ideas and views about the
organization you work for?
2. Are you able to share these with your boss
or other leaders?
3. Do you think your inputs make a difference?
61. 1. Do you have ideas and views about the
organization you work for?
2. Are you able to share these with your boss
or other leaders?
3. Do you think your inputs make a difference?
62. When people feel understood, connected, and valued …
Excited
Prepared
Hopeful
Connected
Inspired
Belonging
Useful
Wanted
Confused
Powerless
Unsafe
Numb
Angry
Frustrated
Unheard
Flat
…they move towards ownership,
innovation, and effectiveness.
64. Definition of alignment
… when employee goals
connect with organization
goals
… when people have a
compatible outlook on their
shared challenges
Strategic alignment ‘Social’ alignment
69. 1. More open, respectful, and inclusive
team culture
2. More ownership and engagement
3. More effectiveness in their decisions
and actions
4. Better performance
5. Better feedback for the wider
organization.
What has this got to do with agile?
74. 2. Talk to leaders about the balance of
leading alignment and agile
2
steps
75. 3. Become more aware of alignment
behaviours
3
steps
Listening
Respect
Openness
Inclusivity
76. 4. Find tools and interventions to use
4
steps
Storytelling
Conversation Cafés
Huddles
Interventions
77. EXERCISE
• I will show a behaviour A and another B
• Which have you experienced most during your career
so far?
78. BEHAVIOUR A BEHAVIOUR B
People accommodating
views they don’t agree
with every now and again
to win points.
People being curious to
understand alternative
ways of seeing things,
even when expressed
using different words and
ideas.
Which do you see more of?
79. BEHAVIOUR A BEHAVIOUR B
People handling conflict by
use of authority or
negotiation.
People finding bridges
between different
perspectives as a source
of innovation.
Which do you see more of?
81. What makes a great dialogue?
1. .
2. .
3. .
4. .
5. .
6. .
7. .
8. .
82. What makes a great dialogue?
1. Speak for yourself, not as a representatives of others
2. Treat everyone as an equal
3. Be open and listen to others with curiosity, even if you disagree
4. Search for assumptions (especially your own) by asking WHY
5. Try not to interrupt or rush to judgment
6. Remember that no single person has the truth
7. Be brief and stick to the point
8. Find areas of compatibility, see differences as opportunities.
83. Example alignment intervention – Mirror Mirror
• For all functions and sectors
• Designed specifically to close alignment gaps at the team level
84. Captures perception on learning behaviours
• Psychological safety- TRUST
We treat each other positively and
as equals
• Interdependence – RELIABILITY
It’s easy to ask other team
members for help
85. Captures perception on context
Open questions discover the
common ground and differences:
• What words do you think your
customers and stakeholders
would use to describe your team?
• What do you think is happening
within your organization that will
have / is having a significant
impact on your team?
86. Reflects the insights in a report
• Summaries of perceived purpose and
perceptions of context
• Top 5 behavioural strengths per team;
5 weakest behavioural areas per team
• Total scores and breakdown of scores
by behaviours per category
• Group perception / feeling about
alignment, positivity, and
preparedness.
87. … and changes perception with a dialogue workshop
• Speed refresh on ‘what is best practice
dialogue’
• Break into dialogue groups to discuss
the results and possible next steps
• Come back to plenary to share a
summary of what was discussed in the
dialogue groups
• Capture ideas / next steps / feedback for
the wider organization.
88. 1
1-1 interviews plus e-survey
< 60 minutes per person
2
3
Full team alignment report
4 – 6 hour workshop
Mirror Mirror Full Picture
20 minute e-survey per person
Overview alignment report
2 – 3 hour workshop
Mirror Mirror Quick Scan
1
2
3
Process
43-month action plan 3-month action plan4
89. Case studies – immediate results … … and why
Participants ratings
immediately
after the
workshop.
90. … and the reasons why
When people become more
conscious of their own
views, assumptions, and
mental models, they have
more flexibility to adapt
them.
When people are able to
share their thinking with
others in an open and
respectful environment, they
can reach a better shared
current reality.
Mirror Mirror helps to broaden a team’s shared current reality.
It captures how people see things in a way that is
understandable, measurable, and repeatable.
… and the reasons why … and why
91. Case studies – lasting outcomes… and why
Participants
who could see the
benefits of
Mirror Mirror
continuing 3 months
after the workshop.
92. … and the reasons why
People take more ownership
when their views are
included.
The extent to which learning
is applicable relates to how
closely it is linked to the
current context.
Mirror Mirror is a facilitated process, anchored in the team context.
… and the reasons … and why
93. APPLICATION - ideal conditions
• Low change horizon, future predictable
• Clear and specific frame within which the team can operate
• Team leader is available and open to enabling team members
• Behaviours in the team are open, respectful, and inclusive
• Team knows the company processes, network, and culture
• ’Cause and effect’ ideas are realistic and accurate
• Team members are well-suited to their roles & responsibilities
94. The Cost of Misalignment: Scenario 1
Complete misalignment
Full alignment
95. The Cost of Misalignment: Scenario 2
Full alignment
Complete misalignment
1 2 3 4 5 6 7 8 9 10 11 12
Months
Full alignment
96. The Cost of Misalignment: Scenario 3
Complete misalignment
Full alignment
97. The Cost of Misalignment with Mirror Mirror at month 2
Complete misalignment
Full alignment
100. Case Study
The Team
• 8 Masters students -
Healthcare, Social and Public
Management
• New team, new project –
duration 6 months
• Balanced gender diversity,
ages 21 – 35
• Varying levels of work
experience
University
Team
101. Case Study
The Project Challenge
To translate a co-living housing concept from Vienna to Linz within 5 months.
University
Team
102. Case Study
The Concept
Enabling students to
share accommodation
with elderly people for
mutual advantage
University
Team
Image CTV News
103. Case Study
The Barriers
The students discovered
early on that in Linz:
1) It is difficult for older
people to find
accommodation
2) There is an excess of
student housing.
University
Team
104. Case Study
At the outset:
• 80% positivity about the project outlook (average rating)
• all team members said the team is working well together, and is
aligned or well-aligned
• 77% average rating for morale
University
Team
106. Case Study
Insight: prioritization needed
Disconnects
magnified on
execution
• 36% ‘not sure’
University
Team
What do you
think your
team should
do next?
Communicate with others
Rethink our plan
Be aware of the facts
Do more research
Improve teamwork
Not sure
107. Case Study
Impact
1. Discussed common ground and difference: expand their views
2. Captured ideas, questions or actions
3. Together, agreed revised actions / deadlines going forwards.
University
Team
108. Case Study
What the participants said
“I realised it’s important
to address these things
even though they might
seem clear already.”
“Mirror Mirror really helped me
to reflect on a lot of important
tasks concerning the project
from different points of view.”
“It worked because everyone was
engaged. It was their pressure and
their context. I fully endorse Mirror
Mirror as a cutting edge approach
to leadership communications and
employee engagement for change
and innovation”.
FH-Prof. Dr. Johanna Anzengruber
University
Team
110. Case Study
The Team
• 15 people in 3 sub-teams within Samsung Electronics
• Various generalist and specialist roles
• All delivering logistics services in Europe
• Broad diversity in age, education, nationality and longevity
SAMSUNG
111. Case Study
The Situation
Ongoing change, including the recent sale of the printer line of business,
means that the workload would soon reduce by 50%. Despite reassurances
there would be no redundancies, the team felt deflated.
An ‘Innovation Day’ was planned to involve staff in creating a new role and
plan. Knowing that innovation doesn’t happen when team alignment and
positivity is low, the HR Manager chose Mirror Mirror to re-engage the team in
advance.
SAMSUNG
112. Case Study
What the Managers Said
HR Manager, Lisa
Team Leader, Tony
People seem to be closing
down rather than learning and
developing.
If this team can grasp the fact
that it could take the lead on
some exciting new logistics
projects, then we are half way
there. We need their leadership,
drive, and inspiration.
SAMSUNG
113. Case Study
The Process
• 1-1 guided interviews took place onsite
• The data was processed , written up and presented to
Management
• A workshop was scheduled with all participants.
SAMSUNG
114. Case Study
First results - contradictory?
• 100% said the team works well together
• 90% agreed the team has the resources it needs
• 68% was the average rating given for morale
• 88% felt the team was not / somewhat aligned
• 67% said they thought redundancies were likely
• 56% felt negative about developments.
SAMSUNG
115. Case Study
Insight 1: Confusion on the future of the team
Most staff members say they cannot
imagine where the replacement
workload will come from.
To make sense of the situation many
staff assume there will be
redundancies.
Interviewee response:
“We are told nothing will
change but I find that
difficult to believe.”
SAMSUNG
116. Case Study
Insight 2: Missing stretch goal
The team has been ‘in limbo’ for
some months. They are waiting to
cast off expiring responsibilities,
waiting for news of more decisions,
waiting for the Innovation Day to
provide more focus, and waiting for
their own energy and inspiration to
emerge from that.
Interviewee response:
“I used to be focused on big
projects and there were a
lot of active innovation, but
now we are just running
routines.”
SAMSUNG
117. Case Study
Insight 3: Knowledge silos in the team
Knowledge and experience is not
being shared, which is perceived by
some team members:
• As a dependency risk
• As a source of inefficiency
• As a blocker to professional
development and innovation
Interviewee response:
“We need to develop a
mindset that mentoring,
coaching, training and
sharing makes the team
stronger, not the individual
weaker.”
SAMSUNG
118. Case Study
Samsung
RESULTS
• 79% of participants said they feel the team has more, or much more clarity and
alignment to go ahead and achieve its objectives than it did before participating
in Mirror Mirror
• 86% of participants said they felt positive or very positive about the team and
its outlook going forwards after the Mirror Mirror workshop
• All participants said they feel their team is better prepared to succeed now
than it was before participating in Mirror Mirror.
119. Case Study
What the participants said
“It’s good
to find out
the mood
of the team
– that
largely we
feel the
same.”
“I’m pleased to hear that
management is really
open to hear our ideas.”
“It’s interesting to see these insights
– I hope people can continue to be
honest with each other.”
“Great to
get to
know our
newer
colleagues
better.”
SAMSUNG
122. EXERCISE
• Sample report data on screen
• You take the role of facilitator
• What insights do you see / advice would you give?
123. Your brief
Four slides of data
1.What do you notice about
alignment?
2.How does the data relate to
their background?
HSK US - Team Background
US Leadership Team of 7 in HR
Consulting. New CEO on seat.
Long established, market leader
but things are changing:
- technological advances (AI)
- more competitive marketplace.
125. Responses 2
Top 5
behaviour
scores
We are clear on the roles and responsibilities within the team 90%
We constantly look out for what’s changing and what that means 89%
We take responsibility for making change happen 83%
We are good at taking actions as agreed 80%
We review our processes and ways of working as needed 77%
Low 5
behaviour
scores
If someone makes a mistake it won’t be held against them 51%
We are careful not to reject people or ideas if they are different 50%
In my team, we can bring up difficult issues and questions 49%
We are all committed to each other's success 49%
We handle divergent views in constructive discussion 46%
129. Data collected so far
• 41 teams
• Mostly private sector
• Mostly operational level
• Average overall
behaviour score = 61%
Average level of
preparedness to succeed
within the team
54%
Average level of pride about
membership to the team
71%
Average level of positivity
about the team situation and
outlook going forwards
67%
134. “Execution is a systematic way of exposing reality
and acting on it.“
Bossidy & Charan - ‘Execution: the discipline of getting things done’.
“The learning process starts with an awareness of
what is.”
Timothy Gallwey- ‘The Inner Game’.