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Power in Agile Teams

Power in teams version2

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Page 1: Power in teams version2

Power in Agile Teams

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Who am I

Caoilte Dunne

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Why power?

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4 years ago ….

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It did not go well ...Poor post-project reviews

Both included very strong negative sentiments about my level of dominance

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Unfortunately This was part of a pattern

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I was effective…

Passionate Opinionated Strong Willed

Was I effective..?

Bruised EgosConflictStress

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Rightly I was moved sideways

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Luckily, this time, I took notice …

I became interested in power equalization in teams

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What will I be covering

1. Teams2. Power in teams3. Power Equalisation4. Nudging your team

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1. Teams

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What is a team?

GOAL

Jack Alex Bob

Mary Sue Robin

Courtney

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Who makes up a team

Jack Alex Bob

Mary Sue Robin

Courtney

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There are lots of relationships in a team

Jack Alex Bob

Mary Sue Robin

Courtney

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There are lots of relationships in a team.

Jack Alex Bob

Mary Sue Robin

Courtney

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There are lots of relationships in a team..

Jack Alex Bob

Mary Sue Robin

Courtney

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It gets even more complex!

Jack Alex Bob

Mary Sue Robin

Courtney

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Why teams?

Teams can see more.

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Why teams?

Team can know more.

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Why teams?

Teams can do more.

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What makes a great team

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Psychological Safety

Jack Alex Bob

Mary Sue Robin

Courtney

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Mary puts out a Challenge to groups status quoJack Alex Bob

Mary Sue Robin

Courtney

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Not BulliedJack Alex Bob

Mary Sue Robin

Courtney

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Not Laughed atJack Alex Bob

Mary Sue Robin

Courtney

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Not ostracizedJack Alex Bob

Mary Sue Robin

Courtney

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Never made to feel like shitJack Alex Bob

Mary Sue Robin

Courtney

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OK - you can talk with safety. What else?

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Ensure Everyone has their say

Jack Alex Bob

Mary Sue Robin

Courtney

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Not just the assertive

Jack Alex Bob

Mary Sue Robin

Courtney

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Everyone !

Jack Alex Bob

Mary Sue Robin

Courtney

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Teams have:● Individuals● Relationships between individuals● The perception of those relationships by other team

members

Great teams need:● Psychological safety ● Everyone to have a say

Teams are complicated!

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2. Power in teams

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Power

Your will

<use of power>

Achieved outcome

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How people who wield power see themselves:

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How other people see them:

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Hard powerSoft power

Individual abdication of powerContextual abdication of power

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We are going to focus on team meetings

Jack

AlexBob

Mary Sue Robin

Courtney

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First let’s look at Hard Power

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The team have been asked to find the next cool refreshing beverage.

The Opportunity

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This is our team.

Jack Alex Bob

Mary Sue Robin

Courtney

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They are forming a solution..

Jack Alex Bob

Mary Sue Robin

Courtney

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Courtney has a solution...

Jack Alex Bob

Mary Sue Robin

Courtney

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Alex does not agree.

Jack Alex Bob

Mary Sue Robin

Courtney

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How Does Courtney Get Her Solution?

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Legitimate Power

“With respect Alex, this is the direction we are taking.”

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“Alex I know that you like that idea, but if we do my way maybe we will have time to do your pet project.”

Reward Power

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“Alex I don't want to have this conversation again - you know your performance review is coming up”

Coercive power

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So who loses out?

Everyone involved (and more).

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Jack Alex Bob

Mary Sue Robin

Courtney

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Jack Alex Bob

Mary Sue Robin

Courtney

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Jack Alex Bob

Mary Sue Robin

Courtney

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The Idea! (worst of all)

Jack Alex Bob

Mary Sue Robin

Courtney

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Why does this happen?

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A flaw in the Human Operating System (OS) (1st)

Obedience

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Soft Power

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A cool tie in to Pixar's latest hit.

The opportunity:

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They are evaluating an idea..

Jack Alex Bob

Mary Sue Robin

Courtney

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Robin has a solution...

Jack Alex Bob

Mary Sue Robin

Courtney

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How does Robin get her solution?

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“I was told by marketing that this is what they want.”

Informational Power

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“In my opinion we should not do this , everyone knows don’t fight Conway's law.”

Expert Power

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“Let's do it this way.”

Referent Power

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It has the same downsides as Hard Power

● The team is less invested.● The relationships become strained.● The idea is less.

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So why does this happen?

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A flaw in the Human OS (2nd)

Overconfidence

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Individual Abdication of Power

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Next great dental hygiene product.

The opportunity:

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Jack Alex Bob

Mary Sue Robin

Courtney

They are evaluating an idea..

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Robin has a solution...

Jack Alex Bob

Mary Sue Robin

Courtney

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Jack Alex Bob

Mary Sue Robin

Courtney

But it’s Jack we are interested in.

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Why does Jack not get involved?

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Does not like to be noticed.

“...”

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Feels like she has nothing to add..

“I can’t say that.. ...it’s stupid”

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Likes to talk One-on-One

“I just wanted to have a word about what we discussed in the meeting.”

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This is really hard to see..

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So why does this happen?

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A flaw in the Human OS (3rd)

Insecurity

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Contextual Abdication of Power

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The next generation of AI. To help humans accomplish tasks faster and smarter.

The opportunity

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They are evaluating an idea..

Jack Alex Bob

Mary Sue Robin

Courtney

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Courtney and Robin have a solution..

Jack Alex Bob

Mary Sue Robin

Courtney

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Once suggested all the other ideas are discarded.

Jack Alex Bob

Mary Sue Robin

Courtney

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They are like Bob and Mary in perspective..

“I was thinking the exact same thing.”

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They don’t like conflict.

“Yeah … that seems like a good idea.”

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They want the meeting to end!

<Been in this meeting forever - let's just agree>

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So why does this happen ?

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A flaw in the Human OS (4th)

Conformity

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Power in Meetings

Hard power Obedience

Soft power Overconfidence

Individual abdication of power

Insecurity

Contextual abdication of power

Conformity

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Now with some context:

Let me explain what I learnt about myself.

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Expert Power was/is my drug of choice.

I had no idea.

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I thought it was a good thing...

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But the effect remained the same

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3. Power Equalisation

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The first step is a realisation

We, as humans, have a drive to work communally.

We, as humans, are not always very good at it.

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So what can we do

Impose structure

Change behaviours

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Before the meeting

During the meeting

Let’s focus on the team meeting

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You know best

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Before any meeting

You have space and time.

This is the long game

All the time

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Build Rapport

Be interested in other people

Listen to your team

Take the time to understand

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Master your self talkMake sure you value your own opinion

Brave is overcoming fear not its absence

Fake it till you make it

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Culture of ideas

Suspended Judgement

Valuing Diversity

From P.C. to Respect

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Agree how your team make decisions

Who makes decisions

Majority (50% , 75%)

Silence is not consent

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Group Norms

Externalise Values/Mindset

Highlight power equalization

Practical Concerns

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Before the meeting

You have a focus

You have a place

You have a time

All the time

Known meeting

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Facilitate the meeting (before)

Ensure agenda is sent ahead of time

Structure the meeting

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Work with people before handFor the less outspokenensure they know why they are invited

For alphas let themselves expel energy now as opposed to in the meeting

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Check your imposter syndrome

Compare yourself fairly

You deserve the role you have

You deserve self respect

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Do what you need to be confident

Power poses before meetings

Meditation /Mindfulness

Visualize

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Write what you want to say beforehand

Give yourself space

Give yourself time

Give yourself permission

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In a Meeting - Everyone gets a say

When you don’t participate enoughorWhen the team doesn’t participate enough

All the time

Known meeting

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Facilitate your meetings (during)

Ensure structure

Echo , Paraphrase

Bring in the reluctant voices

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Agree when someone says your point before you

Amplification

Make yourself part of the conversation

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Get your position out early

People who talk early have more influence

Before the alpha takes control

Before the alphas make it about them

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Practice your script

When you are interrupted

When you are dismissed

When someone takes your idea

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Don’t “Vague” it up

Be aware of qualifying language

‘Sorry’ , ‘Perhaps’ , ‘just a thought’

Don’t swamp your awesome point with weakness

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Letting others have their say

When you have a tendency to dominateorWhen you have a strong alpha in your team

All the time

Known meeting

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A ‘Round’ before discussion

Go a-round the table

Everybody states their initial position

No interruptions

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Treat new ideas as experiments

Awesome for limiting expert power

Very effective because it focuses on impact

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Have more than one option

Get away from rail roading

Other options come from somewhere

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Nominate someone as devil's advocate

Permission is given to be critical.

Dissenting point of view becomes required.

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Include when challenged

Ask for solutions from the challenger

“What should we do differently”

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Let yourself recharge

When you give your opinion , you then need to “recharge”

Before you talk again wait for:● 30 secs of silence; or● Someone else to give their opinion

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So lots there !

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Before any meeting

● Build rapport● Master your self talk● Culture of ideas● Agree how your team make

decisions● Group Norms

All the time

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Before any meeting

● Facilitate the meeting (before)

● Work with people before hand

● Check your imposter syndrome

● Do what you need to be confident

● Write what you want to say beforehand

All the time

All the time

Known meeting

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In a Meeting - Having your say

All the time

Known meeting

● Facilitate your meetings (during)

● A ‘Round’ before discussion ● Agree when someone says

your point before you● Get your position out early● Don’t “Vague” it up● Practice your script

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In a Meeting - Letting others have their say

All the time

Known meeting

● Treat new ideas as experiments

● Have more than one option● Nominate someone as

devil's advocate● Include when challenged● Let yourself recharge

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4. Nudging your Team

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Start with the why

Psychological Safety

Everyone giving their view

Increased quality of ideas

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Some ideas you might have heard recently…

Build rapport

Treat all new ideas as experiments

Facilitate your meetings

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Create a commonality of interest

Agree (with what you can)

Build ( On what's shared)

Compare (the differences)

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Gauge the Awareness

How self aware is your team's alpha ?

How self aware are you ?

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Don’t let someone else dictate your value

You will get what you tolerate

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What does a healthy meeting look like?

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A fun, unpowered toy

The opportunity:

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They are evaluating an idea..

Jack Alex Bob

Mary Sue Robin

Courtney

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Jack Alex Bob

Mary Sue Robin

Courtney

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Consensus

Jack Alex Bob

Mary Sue Robin

Courtney

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This leads...

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To a great idea!

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How goes my journey?

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I have discovered change is hard.

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But not impossible.

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In Summary

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● If you talk too much - talk less, talk last.● If you tell people what to do - ask more

questions.● If you never speak, the team needs you

to speak up.

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It's in your hands

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No really

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It’s up to you

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That's it!

Any questions?

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ReferencesFacilitator’s guide to participatory decision-making - Sam KanerTeamwork is an Individual skill - Christopher M AveryGroup Dynamics for Teams - Daniel LeviCrucial Conversations - Patterson , Grenny , McMillan ,Switzler

Thanks to Kirsty , Sol , Dom ,Erin ,Nuz and Paula Felicity , Iseult , Helen , Tanya, Lee and PeterAnd as always My Girl

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ReferencesVarious resources about gender and meetinghttp://time.com/money/4450406/men-interrupt-talk-more/https://www.washingtonpost.com/news/powerpost/wp/2016/09/13/white-house-women-are-now-in-the-room-where-it-happens/https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=enhttp://www.csmonitor.com/USA/Politics/2016/1008/How-women-lead-differentlypsychological safety and googlehttp://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.htmPowerhttps://hbr.org/2016/10/dont-let-power-corrupt-youSelf Talkhttps://melissaambrosini.com/wealth/7-things-you-must-stop-letting-your-mean-girl-tell-you/Imposter syndromehttp://www.forbes.com/sites/margiewarrell/2014/04/03/impostor-syndrome

Twitter : @CaoilteDunneLinkedIn : CaoilteDunneSlideshare : http://www.slideshare.net/caoiltedunne/poweragilty-and-wicked-enviroments-67607828

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Other Info

Link to slideshttp://www.slideshare.net/caoiltedunne/power-in-agile-teamsTwitter : @CaoilteDunneEmail : [email protected]