My Agile2013 talk describing the relationship between conflict and collaboration and how values can be mapped to find navigate some of the most difficult conflict.
7. Purpose is to…
• Better understand the relationship
between Conflict & Collaboration
• Give you and your teams some
tools to anticipate & navigate
through conflict
21. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Brainstorming &
Listing (facilitated)
• RELATIONSHIP – strong emotions,
misperceptions, or stereotypes
• Approaches: Crucial
Conversations, Appreciations,
Safety Checks, Working
Agreements
Courtesy of Jean Tabaka
22. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Brainstorming &
Listing (facilitated)
• RELATIONSHIP – strong emotions,
misperceptions, or stereotypes
• Approaches: Crucial
Conversations, Appreciations,
Safety Checks, Working
Agreements
• STRUCTURAL – someone of unequal
power in conversation
Courtesy of Jean Tabaka
23. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Brainstorming &
Listing (facilitated)
• RELATIONSHIP – strong emotions,
misperceptions, or stereotypes
• Approaches: Crucial
Conversations, Appreciations,
Safety Checks, Working
Agreements
• STRUCTURAL – someone of unequal
power in conversation
• Approaches: clear purpose and
agenda, working agreements
(facilitated)
Courtesy of Jean Tabaka
24. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Brainstorming &
Listing (facilitated)
• RELATIONSHIP – strong emotions,
misperceptions, or stereotypes
• Approaches: Crucial
Conversations, Appreciations,
Safety Checks, Working
Agreements
• STRUCTURAL – someone of unequal
power in conversation
• Approaches: clear purpose and
agenda, working agreements
• INTERESTS – competition for
resources; scarcity mindset
Courtesy of Jean Tabaka
25. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Brainstorming &
Listing (facilitated)
• RELATIONSHIP – strong emotions,
misperceptions, or stereotypes
• Approaches: Crucial
Conversations, Appreciations,
Safety Checks, Working
Agreements
• STRUCTURAL – someone of unequal
power in conversation
• Approaches: clear purpose and
agenda, working agreements
• INTERESTS – competition for
resources; scarcity mindset
• Approaches: active listening and
rigorous facilitation to level
playing field
Courtesy of Jean Tabaka
31. We are uncovering better ways of developing products by doing it
and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right,
we value the items on the left more.
Values of AgileManifesto.org
Individuals & interactions Processes & toolsover
Working product
Comprehensive
documentation
over
Customer collaboration Contract negotiationover
Responding to change Following a planover
33. The problem with “giving” values…
• Do these agile values stick with the team?
34. The problem with “giving” values…
• Do we know what we value?
• Do these agile values stick with the team?
35. The problem with “giving” values…
• Do we know what we value?
• … and why should I care?
• Do these agile values stick with the team?
36. Agile Manifesto
• Representatives from various
“lightweight methodologies”
sympathetic to a need for an
alternative to documentation
driven, heavyweight software
development processes
convened.
• On February 11-13, 2001, at
Snowbird ski resort, seventeen
people met to talk, ski, relax,
and try to find common
ground.
What emerged from this meeting was a symbolic Manifesto
for Agile Software Development, signed by all participants.
37. Agile Manifesto
• Representatives from various
“lightweight methodologies”
sympathetic to a need for an
alternative to documentation
driven, heavyweight software
development processes
convened.
• On February 11-13, 2001, at
Snowbird ski resort, seventeen
people met to talk, ski, relax,
and try to find common
ground.
What emerged from this meeting was a symbolic Manifesto
for Agile Software Development, signed by all participants.
38. A (working) model of how teams
evolve
CORE
CORE is “what binds the group
together” and can include:
• Elevating Purpose
Sympathetic
to a Need
See “resonant teams” on markkilby.com
39. A (working) model of how teams
evolve
CORE
CORE is “what binds the group
together” and can include:
• Elevating Purpose
• Collective Values
• Preferences
(Working Agreements)
Sympathetic
to a Need
Finding
Common
Ground
See “resonant teams” on markkilby.com
40. A (working) model of how teams
evolve
CORE
Mastery
Group Identity
Purpose
Forming
Storming
Norming
Performing
See “resonant teams” on markkilby.com
41. A (working) model of how teams
evolve
CORE
CORE is “what binds the group
together” and can include:
• Elevating Purpose
• Collective Values
• Preferences
(Working Agreements)
Sympathetic
to a Need
Finding
Common
Ground
See “resonant teams” on markkilby.com
42. TO ANTICIPATE THE “BIG STORMS”
WITHIN THE TEAM…
WE NEED TO MAP
VALUES
45. Mountains & Valleys: Find Milestones
• Think of 2 key MILESTONE events in your life
that were extremely satisfying, achieving a goal
or dream or “life changing” FOR YOU
– Place a point on the Timeline representing each event
– You can do more than 2
Adapted from http://www.culturesync.net/happiness
47. Mountains & Valleys: Find Milestones
• Think of 2 key MILESTONE events in your life
that were extremely satisfying, achieving a goal
or dream or “life changing” FOR YOU
– Place a point on the Timeline representing each event
– You can do more than 2
• Think of 2 key MILESTONE events in your life
that were extremely low satisfaction,
devastating or tragic FOR YOU
– Place a point on the Timeline representing each event
– You can do more than 2
Adapted from http://www.culturesync.net/happiness
51. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Adapted from http://www.culturesync.net/happiness
52. Mountains & Valleys: Find Values
• For each positive event, what values were most
present or honored for you?
(write those on the second page)
Adapted from http://www.culturesync.net/happiness
53. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Referred / Trust
Explore
Proving Self
New Path / Explore /
Build Together
Valued
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Collaboration
New Industries &
Skills
Adapted from http://www.culturesync.net/happiness
54. Mountains & Valleys: Find Values
• For each positive event, what values were most
present or honored for you?
(write those on the second page)
• For each negative event, what values were
most absent or threatened for you?
(write those on the second page)
Adapted from http://www.culturesync.net/happiness
55. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Referred / Trust
Explore
Proving Self
Loyalty / Trust
Humility
New Path / Explore /
Build Together
Valued
Valued / Trust
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Adapted from http://www.culturesync.net/happiness
56. Mountains & Valleys: Find Values
• Looking at the list of values for each event, do
you see any “deeper” value?
(add that value to the event values on 2nd page)
Adapted from http://www.culturesync.net/happiness
57. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Referred / Trust
Explore
Proving Self
Loyalty / Trust
Humility Respect
Valued
New Path / Explore /
Build Together
Valued
Valued / Trust
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Collaboration
New Industries &
Skills
Adapted from http://www.culturesync.net/happiness
58. Mountains & Valleys: Find Values
• Looking at the list of values for each event, do
you see any “deeper” value?
(add that value to the event values on 2nd page)
• Looking across all the events and values,
what value do you see commonly popping
up? (circle them & then connect them)
Adapted from http://www.culturesync.net/happiness
59. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
VALUES CHART
Referred / Trust
Explore
Proving Self
Loyalty / Trust
Humility Respect
Valued
Build Together
Valued
New Path / Explore /
Valued / Trust
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Collaboration
New Industries &
Skills
Adapted from http://www.culturesync.net/happiness
60. Mountains & Valleys: Find Values
• Looking at the list of values for each event, do
you see any “deeper” value?
(add that value to the event)
• Looking across all the events and values, what
value do you see commonly popping up?
(circle them)
• For those values circled, try to summarize
into 3-5 statements and write them in the
center boxes
Adapted from http://www.culturesync.net/happiness
61. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
APPRECIATED FOR SERVING
CO-CREATING
TRUST IN RISK
RESPECTING ALL
VALUES CHART
EXPLORING TO LEARN
Referred / Trust
Explore
Proving Self
Loyalty / Trust
Humility Respect
Valued
Build Together
Valued
New Path / Explore /
Valued / Trust
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Collaboration
New Industries &
Skills
Adapted from http://www.culturesync.net/happiness
62. Event A - Values
Event B - Values
Event C - Values
Event D - Values
Event E - Values
Event F - Values
APPRECIATED FOR SERVING
CO-CREATING
TRUST IN RISK
RESPECTING ALL
VALUES CHART
EXPLORING TO LEARN
Referred / Trust
Explore
Proving Self
Loyalty / Trust
Humility Respect
Valued
Build Together
Valued
New Path / Explore /
Valued / Trust
Respect
Valued / Trust
New Challenges
New Roles
Respect / Valued /
Trust
Collaboration
New Industries &
Skills
Adapted from http://www.culturesync.net/happiness
CORE
VALUES
63. Think back…
Did you see “common
patterns” that explained your
mountains and valleys?
64. Think back…
Did you see “common
patterns” that explained your
mountains and valleys?
Did you find anything
that surprised you?
65. Mountains & Valleys: To use it…
• You may want to expand to 10-15 events.
• Try to come up with similar number of positive
and negative events
Adapted from http://www.culturesync.net/happiness
66. Mountains & Valleys: To use it…
• You may want to expand to 10-15 events.
• Try to come up with similar number of positive
and negative events
• Revisit days (or weeks) later to get to the
“essence statement” (center of Values Chart)
• Revisit again
Adapted from http://www.culturesync.net/happiness
67. Mountains & Valleys: To use it…
• You may want to expand to 10-15 events.
• Try to come up with similar number of positive
and negative events
• Revisit days (or weeks) later to get to the
“essence statement”
• Revisit again
• Talk to someone else to “step beyond the
obvious” and find the deeper values
Adapted from http://www.culturesync.net/happiness
69. Ways to Boot Up a Team
• Lyssa Adkins’ book:
Coaching Agile Teams
• Christopher Avery’s book:
Teamwork is an Individual Skill
• McCarthy Core Protocols in
book: Software for your Head
• Larsen & Nies’ book: Liftoff
• Mezick’s book:
The Culture Game
• … all have great approaches
for launching teams
73. What if we make values visible
across the team?
74. What if we make values visible
across the team?
(As a preference
within a context)
75. 1) Convert Values to Preferences
• Think back to your Core Values
CO-CREATING
EXPLORING TO LEARN
CORE VALUES
76. 1) Convert Values to Preferences
• Think back to Core Values
CO-CREATING
EXPLORING TO LEARN
CORE VALUES
Project:
Presentation:
Chores:
Career:
Context:
77. 1) Convert Values to Preferences
• Think back to Core Values
• Can you describe your values as preferences in
your current context?
CO-CREATING
EXPLORING TO LEARN
CORE VALUES
Project: I would rather pair than
work solo on a project
Presentation: I would rather
have exercises and Q&A than
talk to a bunch of slides
Administration: Repetitive work
makes me numb
Career: I prefer changing roles
within an environment
Context: Preference
See
http://ssrm.com/abst
78. 1) Convert Values to Preferences
a. As a group, discuss and select a context
1. Starting a new agile team
2. Starting an agile transition council within a company
3. Starting a volunteer group for a short-term project
4. Or, pick your own
80. 1) Convert Values to Preferences
a. As a group, discuss and select a context
1. Starting a new agile team
2. Starting an agile transition council within a company
3. Starting a volunteer group for a short-term project
4. Or, pick your own
b. Individually, convert your values into
preferences based on the team-selected
context
84. Pay attention to…
Who is close to center?
Who is far away?
When does the team
“come together”? (PEAK)
85. Pay attention to…
Who is close to center?
Who is far away?
When does the team
“come together”? (PEAK)
When does the team
“spread out”? (VALLEY)
86. Pay attention to…
Who is close to center?
Who is far away?
When does the team
“come together”? (PEAK)
When does the team
“spread out”? (VALLEY)
Develop
Working
Agreements
88. When to use it?
• Adkins, Avery, Larsen, Nies: Right Away?
• Logan & Berquist (Tribal Leadership):
When team performs (SHU)
1. If team forming, get them delivering (sprinting)
2. If team ineffective, get everyone pulling their
weight first
3. If group is internally competitive, develop an
“authentic collaborative interest”
(see Avery’s Team Orientation Process)
See http://www.culturesync.net/happiness
91. 1) Launch your team; get sprinting
2) Map your values
3) Map team values
4) Develop values-based working
agreements
5) Take them to the next level!
95. References:
Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010.
Addison-Wesley. A great reference for coaches and scrummasters
Avery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001. Berrett-Koehler
Publishers – A great book for anyone to learn more about how to work effectively on teams.
Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new
teams, this is the book to get. Diana and Ainsley are masters of getting teams successfully launched.
Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization.
2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look here
McCarthy, Jim and Michele. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. 2002. Addison-
Wesley – this core protocols may not be for everyone, but they are another approach to help form strong high-performing teams
Mezick, Dan. The Culture Game: Tools for the Agile Manager. 2012 – I would recommend this to a scrummaster or coach who has
been working with teams for a while and wants to consider ways of changing the culture.
Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006. Addison-Wesley – If you are new to a
Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetings
Warren, Caleb , McGraw, A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs Cogn Sci
2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Available at: http://ssrm.com/abstract=1995781
Hinweis der Redaktion
- Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 50)>20 years in software asdeveloper, architect, project manager, rocket scientist, ScrumMaster, Product OwnerStarted agile coaching in 2003 with Extreme Programming and ScrumCSM since 2005, Scaled Agilist, Leadership Gift Practitioner, member of Agile Alliance, Scrum Alliance, ACM, IEEEco-founder of Agile Orlando and host of Lean Coffee Orlando
Do some of your team results look like this? Do you find that sometimes teams implode due to “unexplainable” circumstances? This is a photo from the results of a hurricane that struck Galveston, TX in 1900. In these days, hurricanes were equally unexplainable. You could only clean up the damage afterwards.
These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
Let’s discuss the relationship between conflict and collaboration
You can Plan to get lucky, but hope is not a great strategy
We’ve had several conversations on this and our point of view is…
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
But in order to go from Storming to Norming and then Performing, the teams must have constructive conflict
Jean introduced me to another interesting book on conflict and shared some of her insights on how facilitation can be used.
Data---- Brainstorm and Listing help us bring out more data problem: Lack of information or misinformation
Data---- Brainstorm and Listing help us bring out more data problem: Lack of information or misinformation
Relationship --- Applying more small group processes ,learning one-on-one CRUCIAL CONVERSATIONS skills (Kilby’s contribution), Servant Leadership, Appreciations, Safety Checks, Working Agreementsproblem: strong emotions exist or misperceptions or stereotype of other persons (call a break and ask if you can speak with the person one-on-one; MIRROR: say “I’m concerned about what I’m noticing and I’m concerned it’s something I’m doing. Can you tell me is there is something I’m doing that’s upsetting you?”)Problem: repetitive negative behavior – NO REWARDS - “you may be right”, stop giving them eye contact, ask others: “What ideas do others have” or “This sounds really hard. What can we do to help him out?”
Relationship --- Applying more small group processes ,learning one-on-one CRUCIAL CONVERSATIONS skills (Kilby’s contribution), Servant Leadership, Appreciations, Safety Checks, Working Agreementsproblem: strong emotions exist or misperceptions or stereotype of other persons (call a break and ask if you can speak with the person one-on-one; MIRROR: say “I’m concerned about what I’m noticing and I’m concerned it’s something I’m doing. Can you tell me is there is something I’m doing that’s upsetting you?”)Problem: repetitive negative behavior – NO REWARDS - “you may be right”, stop giving them eye contact, ask others: “What ideas do others have” or “This sounds really hard. What can we do to help him out?”
Structural -- AGENDA, PURPOSE, Servant Leadershipproblem: if there is someone of unequal power in the conversation, you can’t have them take over the meeting/retrospective (power = smart, manager, forceful)
Structural -- AGENDA, PURPOSE, Servant Leadershipproblem: if there is someone of unequal power in the conversation, you can’t have them take over the meeting/retrospective (power = smart, manager, forceful)
Interests – ACTIVE LISTENING, recognizing the competition and applying VERY rigorous process that levels the playing field
Interests – ACTIVE LISTENING, recognizing the competition and applying VERY rigorous process that levels the playing field
Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
Values – PRIORITIES, GROUPING, Working Agreements about no judgments.
Values – PRIORITIES, GROUPING, Working Agreements about no judgments.With ANY of these, OPEN DIALOGUE is your least useful facilitation approach. With the STORMING of conflict, you must be a very engaged facilitator using processes to help the individuals in the group navigate both the sources of conflict and their conflict styles.
Many people start their agile journey learning about the values and principles of the Agile Manifesto
Different agile/lean methodologies talk about different values and principles. These help guide teams and organizations on what to change and when.But do they stick? Do teams and organizations really embrace them?
Better to find out what you value first
Better to find out what you value first
Better to find out what you value first
Let’s look back at how did the values and principles of the Agile Manifesto came about
But how did the values and principles of the Agile Manifesto come about?
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
You absolutely need conflict for successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
But how do we discover our own values? Dan Mezick’s book, The Culture Game, bases some of his techniques on another book, Tribal Leadership. Through the work of the authors, they provide a great exercise for you to personally discover your values.
So let me introduce you to a hybridized approach of two exercises:Mountains and Valleys from Tribal Leadership and Adkins Journeylines
Let me show you a way to make those differences visible before there is conflict?
Let me show you a way to make those differences visible before there is conflict?
Let me show you a way to make those differences visible before there is conflict?
Let me show you a way to make those differences visible before there is conflict?
And you have to show it’s ok to “fail” and that it’s an opportunity to learn. In the Responsibility Process, Christopher Avery describes how “lay blame”, “justify”, “shame”, “obligation” and “quit” are all natural responses, but none of them allow us to learn what is truly going on. They are coping mechanisms. Only until we recognize these states and give them up do we finally see true options to solve the problem.
Actions to take in taking a team to the “next level”
These days, we track and model the behavior of these “storms”. Can we do the same for the difficulties with teams?
- Guided Agile adoptions at dozens of commercial & government organizations (including Fortune 20)>20 years in software - developer, architect, project manager, ScrumMaster, Product OwnerStarted agile coaching in 2003- co-founder of Agile Orlando and host of Lean Coffee Orlando
Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010. Addison-Wesley. A great reference for coaches and scrummastersAvery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001.Berrett-Koehler Publishers – A great book for anyone to learn more about how to work effectively on teams.Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new teams, this is the book to get. Diana and Ainsley are masters of getting teams successfully launched.Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look hereMcCarthy, Jim and Michele. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. 2002. Addison-Wesley – this core protocols may not be for everyone, but they are another approach to help form strong high-performing teamsMezick, Dan. The Culture Game: Tools for the Agile Manager. 2012 – I would recommend this to a scrummaster or coach who has been working with teams for a while and wants to consider ways of changing the culture.Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006.Addison-Wesley – If you are new to a Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetingsWarren, Caleb , McGraw,A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs CognSci2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Availableat:http://ssrm.com/abstract=1995781
Adkins, Lyssa. Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, 2010. Addison-Wesley. A great reference for coaches and scrummastersAvery, Christopher. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. 2001.Berrett-Koehler Publishers – A great book for anyone to learn more about how to work effectively on teams.Larsen, Diana and Nies, Ainsley. Liftoff: Launching Agile Projects & Teams. 2011. Amazon Digital Services – if you are launching new teams, this is the book to get. Diana and Ainsley are masters of getting teams successfully launched.Logan, Dave, King, John, and Fischer-Wright, Halee. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2012. HarperBusiness – if you want to find ways to organically make changes across an organization, look hereMcCarthy, Jim and Michele. Software for Your Head: Core Protocols for Creating and Maintaining Shared Vision. 2002. Addison-Wesley – this core protocols may not be for everyone, but they are another approach to help form strong high-performing teamsMezick, Dan. The Culture Game: Tools for the Agile Manager. 2012 – I would recommend this to a scrummaster or coach who has been working with teams for a while and wants to consider ways of changing the culture.Tabaka, Jean. Collaboration Explained: Facilitation Skills for Software Project Leaders. 2006.Addison-Wesley – If you are new to a Scrummaster or Product Owner role, this is a must-have book to understand how you facilitate agile meetingsWarren, Caleb , McGraw,A. Peter and Van Boven, Leaf. “Values and preferences: defining preference construction”. WIREs CognSci2011 2 193–205 DOI: 10.1002/wcs.98 copyright 2010 John Wiley & Sons, Ltd. Availableat:http://ssrm.com/abstract=1995781