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Talk on Coaching Teams Through Change given on Nov 13
Citation preview
Coaching Teams Through Change
Agile Coach @Unruly
Who’s Here?
What job roles do you have?
Have you tried to introduce changes at work?
TOPIC
• Learn how to identify barriers to change.
• How to make it easier for people to try new ideas.
• Make a plan for how you will approach bringing ideas back from Bath Scrum User Group to your team.
Hey guys, I just heard about blah-de-blah at BSUG!
It’s cool! �
WTF? How come Bob went Bath Scrum User Group?�Ignore him! �
Take 1
Why does no one listen to me? What’s wrong with them?�
What went wrong?
Put Yourself in Their Shoes
Pick your words carefully ..
Listening
Why listen?
• Gather data • Show respect • Learn feelings/
opinions • Encourage
How to listen
• Remove distractions • Look at the person • Be quiet • Encourage to continue • Check you understand
Invest in Your Idea
Maybe I need to work on this a bit more ..�
ThINGS You Can Do
• Learn more • Practice • Share with others • Look for opportunities to try it out • Develop a sales pitch • Sell the problem • …?
GROW
• G Goal • R Reality • O Obstacles /
Options • W Way Forward
Work to build : • Awareness • Responsibility
Be an Example
Hey guys, how’s it been going?
Interested in a lunchtime session
about blah-de-blah?�I think it could help
with our build times.�
Bob! Now we can get that issue
sorted. Blah stuff sounds interesting
but later.�
Take 2
Growing Communities of Practice
• A forum to share new ideas for a given discipline
• Regular events such as:- – Talks from other members, speakers, brown bag sessions
– Buddies/shadows
– Email forum + shared repository
A few people showed up for my session about blah-de-blah but no one’s using it yet. I give up…�
What’s in the way?
Reasons People Resist Change
How do I do that?�
Are we allowed to do that?�
Do we have time? What if it goes wrong?�
�
Not my idea.
Might be hard work.�
Dig Deeper
Hang on! Trevor, you’ve worked here for a few years.
What’s your thoughts on this? �
Take 3
Well, about 6 months ago, we
tried to get time for build automation
but then management got
wind of it. �
No Time!
Permission to Try
Do we have the right tools?
What’s in it for Me?
Motivation Rewards and punishment only work for simple task and can decrease intrinsic
motivation for knowledge workers. – “Punished by
Rewards” by A. Kohn
Motivation 3.0
Elements of motivation: – Purpose – Mastery – Autonomy
“Drive” by Daniel Pink
Share the Vision
Build Trust
T = (C + R + I ) / S Where:
T = Trust
C = Credibility
R = Reliability
I = Intimacy
S = Self-orientation Book: “The Trusted Advisor” by Maister, Green, & Galford
Keep Going
Involve Others
Ask people to help solve problems and come up with their own solutions.
Build up their role in the team, encouraging them to take more responsibility
Invite them to showcase the work.
34
Encourage experiments
Share results
Things We Try
Visible Work
Pair To LEarn
Team Agreements
timeOut
Hi. Is this the Bath Scrum User Group? I’ve been trying to implement TDD but it’s not going that
well�
Take 4
Oh really? That sounds
interesting. Tell us more..�
Practical
Force Field Analysis Desired change from current state
Make Your Plan
• Make a plan for how you will approach bringing ideas back from Bath Scrum User Group to your team. – What barriers might you face? – What actions will you take to invest in your
idea?
– How will you build interest and agreement?
Member Video Council Whitelisted
Any Questions?
Winner Best Content Distribution Service
Further Reading • “Agile Coaching” by Rachel Davies & Liz Sedley • “Resistance as a Resource” by Dale Emery
http://dhemery.com/articles/resistance_as_a_resource/ • Virginia Satir talks about Status Quo
http://web.me.com/sbuckbee1/Satirs_Process_of_Change/Status_Quo.html • “The Trusted Advisor” by David Maister • “Managing Transitions” by William Bridges • “Fearless Change” by Linda Rising and Mary Lynn Manns • “Leading Teams” by Richard Hackman • “In"uence” by Robert Cialdini • “Yes! 50 Scienti#cally Proven Ways to be Persuasive” by
Goldstein, Martin, Cialdini • “Coaching for Performance” by John Whitmore