The document provides an overview of a presentation by Mark Kilby on collaboration through conflict and evolving better teams. The presentation aims to help attendees better understand the relationship between conflict and collaboration, and provide teams with tools to navigate through conflict. The agenda includes understanding different types of conflict and collaboration, discussing values and conflict, and what to do when things still go wrong with teams.
3. Mark Kilby
Agile Coach
Mark@markkilby.com
@mkilby– twitter
http://markkilby.com
Linkedin.com/in/mkilby
AgileOrlando.com
(founder)
Lean Coffee Orlando
(founder)
speaker
Software since 1990;
Coaching since 2003
4. TALENT4STARTUPS.ORG
• Coming soon! (targeting May 2014)
• Exciting addition to Orlando tech scene
• Talent4Startups is a matching service for:
• Innovative but under-funded startups
• Driven, but under-experienced people looking
to grow their skills
10. Purpose today is to…
• Better understand the relationship
between Conflict & Collaboration
11. Purpose today is to…
• Better understand the relationship
between Conflict & Collaboration
• Give you and your teams several
tools to navigate through conflict
28. Driven by other
Information Radiators
Story Backlog Task Backlog In Process Task Done Story Done
User
Story
User
Story
User
Story
Task
Task Task
Task
Task Task
Task
Task
3
2
1
Task
8
16 2
4
8
8 4
16
8
Task
8
Task
16
29. Driven by other
Information Radiators
Story Backlog Task Backlog In Process Task Done Story Done
User
Story
User
Story
User
Story
Task
Task Task
Task
Task Task
Task
Task
3
2
1
Task
8
16 2
4
8
8 4
16
8
Task
8
Task
16
Is everyone
updating?
30. Driven by other
Information Radiators
Story Backlog Task Backlog In Process Task Done Story Done
User
Story
User
Story
User
Story
Task
Task Task
Task
Task Task
Task
Task
3
2
1
Task
8
16 2
4
8
8 4
16
8
Task
8
Task
16
Is everyone
updating?
Can everyone
update?
31. Driven by other
Information Radiators
Story Backlog Task Backlog In Process Task Done Story Done
User
Story
User
Story
User
Story
Task
Task Task
Task
Task Task
Task
Task
3
2
1
Task
8
16 2
4
8
8 4
16
8
Task
8
Task
16
Is everyone
updating?
Can everyone
update?
Daily?
(at least)
32. Driven by other
Information Radiators
Story Backlog Task Backlog In Process Task Done Story Done
User
Story
User
Story
User
Story
Task
Task Task
Task
Task Task
Task
Task
3
2
1
Task
8
16 2
4
8
8 4
16
8
Task
8
Task
16
Is everyone
updating?
Can everyone
update?
Daily?
(at least)
Can you see the
whole system?
38. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Facilitator
39. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Gathering …
New
Requirements
Sprint
observations?
Root causes?
Ideas for
improvement?
Risks?
40. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Is everyone
contributing
every few
minutes?
(at least)
41. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Is everyone
updating?
Is everyone
contributing
every few
minutes?
(at least)
42. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Is everyone
updating?
Can everyone
update?
Is everyone
contributing
every few
minutes?
(at least)
43. In Collaboration Events:
Listing and Brainstorming
Our list
_________
_________
_________
_________
_________
_________
_________
_________
_________
Is everyone
updating?
Can everyone
update?
Every few
minutes?
(at least)
(if not)
CONFLICT
by
DATA
49. Day-to-Day
Relationship Challenges
Can you believe what
(FAVORITE SCAPEGOAT ROLE) did?
Guess WHO
botched the build
again?
________ is making unreasonable
requests!
CONFLICT
of
RELATIONSHIP
(listen for
“role” labels or
assumption of intent)
50. Day-to-Day
Relationship Builders
Preemptive: Working Agreements
• Who moves stories in our tracking tool?
• Who owns and updates metrics?
• What will be the Release calendar? Who will update it?
• What are the QA Guidelines? Who will verify? How?
• What feedback mechanisms will we use? When?
• What are the expectations for addressing defects? Who will address them?
• When are we going to update the backlog? How far out for looking ahead?
• Who writes Acceptance Criteria with examples before the Sprint
• Who writes Detailed tests within the sprint
• What are the Agile ceremony rules and expectations?
• How do we handle new risks?
• How do we handle documentation and delivery?
• How do we prioritize defects into the backlog?
• How do we handle technical debt?
• How do we monitor activities and progress?
51. Day-to-Day
Relationship Builders
Preemptive: Working Agreements
• Who moves stories in our tracking tool?
• Who owns and updates metrics?
• What will be the Release calendar? Who will update it?
• What are the QA Guidelines? Who will verify? How?
• What feedback mechanisms will we use? When?
• What are the expectations for addressing defects? Who will address them?
• When are we going to update the backlog? How far out for looking ahead?
• Who writes Acceptance Criteria with examples before the Sprint
• Who writes Detailed tests within the sprint
• What are the Agile ceremony rules and expectations?
• How do we handle new risks?
• How do we handle documentation and delivery?
• How do we prioritize defects into the backlog?
• How do we handle technical debt?
• How do we monitor activities and progress?
52. In Collaboration Events:
Safety Checks
Facilitator
Do we all feel safe
discussing this
topic?
Let’s check.
Source of Conflict:
Relationship
53. In Collaboration Events:
Safety Checks
How would you
rate this meeting
for what you can
share?
Level Description Votes
5 - Secure I feel free to discuss anything.
4 - Safe I can discuss almost anything. Might be some
difficult topics to raise.
3 - Neutral I’ll discuss some things. Some will be too
hard to participate in.
2 - Dangerous I’ll let others bring up issues, but might chime
in on some.
1 - Treacherous I’ll smile and just agree with everyone.
Source of Conflict:
Relationship
54. In Collaboration Events:
Safety Checks
Level Description Votes
5 - Secure I feel free to discuss anything. XXX
4 - Safe I can discuss almost anything. Might be some
difficult topics to raise.
X
3 - Neutral I’ll discuss some things. Some will be too
hard to participate in.
XX
2 - Dangerous I’ll let others bring up issues, but might chime
in on some.
X
1 - Treacherous I’ll smile and just agree with everyone. X
Anonymous
votes
Source of Conflict:
Relationship
55. In Collaboration Events:
Safety Checks
How can we bring
up the level of
safety?
Level Description Votes
5 - Secure I feel free to discuss anything. XXX
4 - Safe I can discuss almost anything. Might be some
difficult topics to raise.
X
3 - Neutral I’ll discuss some things. Some will be too
hard to participate in.
XX
2 - Dangerous I’ll let others bring up issues, but might chime
in on some.
X
1 - Treacherous I’ll smile and just agree with everyone. X
If any vote 3
or less…
Source of Conflict:
Relationship
60. Day-to-Day
Going to the Gemba
Gemba – “the real place”
Going to Gemba (Lean) - purposely
observing how people work
together to create value
- Jim Womack
61. Day-to-Day
Going to the Gemba
http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
62. Day-to-Day
Going to the Gemba
http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
63. Day-to-Day
Going to the Gemba
http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/
http://www.flickr.com/photos/highwaysagency/5998133376/sizes/z/in/photostream/
As a manager, …
Do you mingle with your staff daily?
Do you ask questions that allows
everyone to observe how
value is created?
64. Day-to-Day
Powerful Questions
Scenario Instead of asking… Try asking…
Team has been in
conversation for a while
and you think they need to
hear one person’s opinion.
What’s your opinion? What is possible here?
What is the part that is not
yet clear?
Team is diving into details
and you think they should
spend more time
“envisioning” solutions.
What are other options? What is here that you want
to explore?
What is just one more
possibility?
Adapted from “Powerful Questions for Agile Teams”
by Lyssa Adkins
66. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
FacilitatorSenior Staff
Parking Lot
Action Items
Facilitator
should introduce
Organizing Tools
at Opening
67. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
We should discuss
XYZ now!
Parking Lot
Action Items
Source of Conflict:
Structural
68. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
Parking Lot
Action Items
Does XYZ meets our
purpose and agenda?
Source of Conflict:
Structural
69. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
Parking Lot
Action Items
XYZ
If it is part of the purpose and
agenda, show where it will be
discussed
Source of Conflict:
Structural
70.
71. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
Parking Lot
Action Items
XYZ
If it does not, ask to put it in the
Parking Lot to check in on what the
group should do with this item at
the end of the meeting
Source of Conflict:
Structural
72. In Collaboration Events:
Clear Purpose, Agenda, &
Working Agreements
Agenda
1. Open
2. ______
3. ______
4. ______
5. ______
6. ______
7. Close
Working
Agreements
1. ______
2. ______
3. ______
Purpose
To decide/plan/learn/
evaluate ___________
Parking Lot
Action Items
XYZ
In the “Close”, clear the Parking Lot by
asking the group if an action needs to be
taken for each item. Be sure it has an
owner and due date
Source of Conflict:
Structural
85. Day-to-Day
“I wonder what I’m not
seeing to help us get what
we need?”
“I wonder who I’m not
considering to collaborate
with on resource needs?”
“I wonder how I can show
a return on investing in
these resources?”
Learning
94. A point of view
__________________
__________________
__________________
__________________
In Collaboration Events:
Making All Views Visible in a Debate
A point of
view
A B
95. A point of view
__________________
__________________
__________________
__________________
In Collaboration Events:
Making All Views Visible in a Debate
A B
Did B describe
your point of
view A?
Yes.
96. B point of view
__________________
__________________
__________________
__________________
In Collaboration Events:
Making All Views Visible in a Debate
A Point of View
__________________
__________________
__________________
__________________
A B
B point of
view
97. B point of view
__________________
__________________
__________________
__________________
In Collaboration Events:
Making All Views Visible in a Debate
A Point of View
__________________
__________________
__________________
__________________
A B
Did A describe
your point of
view B?
Yes.
98. In Collaboration Events:
Making All Views Visible in a Debate
A B
B point of view
__________________
__________________
__________________
__________________
A Point of View
__________________
__________________
__________________
__________________
!!!Is there a
middle way?
Both sides feel
they are heard and
understood
99. In Collaboration Events:
Making All Views Visible in a Debate
A B
B point of view
__________________
__________________
__________________
__________________
A Point of View
__________________
__________________
__________________
__________________
Brainstorming
__________________
__________________
__________________
__________________
100. Navigating
Data
Relationship
Structural
Interests
Values
CONFLICT
• DATA– lack of information
• Approaches: Information Radiators
equally updated, 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: going to Gemba, powerful
questions, clear purpose and agenda,
working agreements, properly using
Parking Lot and Action Items
• INTERESTS – competition for
resources; scarcity mindset
• Approaches: active listening and
rigorous facilitation to level
playing field, Avery’s
Responibility Model
107. 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
109. The problem with “giving” values…
• They may not stick with the team
110. The problem with “giving” values…
• We may not know what we value
• They may not stick with the team
111. The problem with “giving” values…
• We may not know what we value
• They may not stick with the team
• We can’t be sure if our values align
with others
112. A (working) model of how teams
evolve
CORE
CORE is “what binds the group
together” and can include:
See “resonant teams” on markkilby.com
113. A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
See “resonant teams” on markkilby.com
• Elevating Purpose
CORE
114. A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
See “resonant teams” on markkilby.com
• Elevating Purpose
• Collective Values
CORE
115. A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
See “resonant teams” on markkilby.com
• Elevating Purpose
• Collective Values
• Preferences
(Working Agreements)
CORE
116. CORE
A (working) model of how teams
evolve
Forming
See “resonant teams” on markkilby.com
Drawn to the
purpose of
the group.
117. CORE
A (working) model of how teams
evolve
What’s in it
for me?
Forming
Storming
See “resonant teams” on markkilby.com
Drawn to the
purpose of
the group.
118. CORE
A (working) model of how teams
evolve
What’s in it
for me?
What’s in it for us?
(develop working agreements around values)
Forming
Storming
Norming
See “resonant teams” on markkilby.com
Drawn to the
purpose of
the group.
119. CORE
A (working) model of how teams
evolve
What’s in it
for me?
What’s in it for others
to have us work as a
team?
(amplify the
Elevating Purpose for
the team)
Forming
Storming
Norming
Performing
See “resonant teams” on markkilby.com
Drawn to the
purpose of
the group.
What’s in it for us?
(develop working agreements around values)
120. CORE
A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
• Elevating Purpose
Many leaders
can get here
See “resonant teams” on markkilby.com
121. CORE
A (working) model of how teams
evolve
CORE is “what binds the group
together” and can include:
• Elevating Purpose
• Collective Values
• Preferences
(Working Agreements)
Some leaders
can get here
Few get
here
See “resonant teams” on markkilby.com
122. 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)
Many leaders
can get here
Few get
here
See “resonant teams” on markkilby.com
(without this)
CONFLICT
of
VALUES
123. TO ANTICIPATE THE “BIG STORMS”
WITHIN THE TEAM…
WE NEED TO MAP
OUR VALUES
127. 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
For high & low
points, what
was most
present or
missing the
most for you?
128. 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
What
patterns do
you see?
129. 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
Describe the
patterns
130. APPRECIATED FOR SERVING
CO-CREATING
TRUST IN RISK
RESPECTING ALL
EXPLORING TO LEARN
CORE
VALUES
For the complete instructions to
map your values, go to
http://www.culturesync.net/happiness
132. Express Values as Preferences
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
133. Share preferences with your team:
Values Constellations
I prefer to pair
http://tinyurl.com/l745pqo
Note: Multiple ways to use this technique
135. Pay attention to…
Who is close to center?
Who is far away?
When does the team
“come together”?
(Shared Value)
136. Pay attention to…
Who is close to center?
Who is far away?
When does the team “come
together”?
(Shared Value)
When does the team
“spread out”?
(Potential conflict?)
137. Pay attention to…
Who is close to center?
Who is far away?
When does the team
“come together”?
(Shared Value)
When does the team
“spread out”?
(Potential conflict?)
Develop
Value-based
Working
Agreements
141. 1) Keep DATA visible always
2) Develop cross-functionality & check
safety in RELATIONSHIPS
142. 1) Keep DATA visible always
2) Develop cross-functionality & check
safety in RELATIONSHIPS
3) Go to the gemba, ask powerful
questions, and use good facilitation
to level STRUCTURE
143. 1) Keep DATA visible always
2) Develop cross-functionality & check
safety in RELATIONSHIPS
3) Go to the gemba, ask powerful
questions, and use good facilitation
to level STRUCTURE
4) Keep all INTERESTS visible and
explore upsets as opportunities to
learn about scarcity mindsets
144. 1) Keep DATA visible always
2) Develop cross-functionality & check
safety in RELATIONSHIPS
3) Go to the gemba, ask powerful
questions, and use good facilitation
to level STRUCTURE
4) Keep all INTERESTS visible and
explore upsets as opportunities to
learn about scarcity mindsets
5) Map VALUES to develop
working agreements
146. LIFE WITHOUT CONFRONTATION IS
DIRECTIONLESS, AIMLESS, PASSIVE.
WHEN UNCHALLENGED, HUMAN
BEINGS TEND TO DRIFT, TO WANDER
OR TO STAGNATE. CONFRONTATION
IS A GIFT.
DAVID AUGSBURGER
147. Mark Kilby
Agile Coach
Mark@markkilby.com
@mkilby– twitter
Linkedin.com/in/mkilby
http://markkilby.com
Learn more at AgileOrlando.com
THANKS!
Questions?
Mar26 – Talent4Startups
organization meeting
Apr 07 – Using Kanban at Scale
May 05 – How often are you wrong
Lean Coffee Q&A sessions held
every 2 weeks
148. TALENT4STARTUPS.ORG
• Coming soon! (targeting May 2014)
• Exciting addition to Orlando tech scene
• Talent4Startups is a matching service for:
• Innovative but under-funded startups
• Driven, but under-experienced people looking
to grow their skills
Notas del editor
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
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.
Let’s review
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.
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.
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.
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.
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
What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
What is truly key to a high performing team is (1) elevated shared purpose, (2) understanding the collective values of the team (3) working agreements on preferences (that reflect values)
As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
As the team “gels”, individuals then go through a different types of focus (1) What’s in it for me (WIIFMe), (2) What’s in it for us as a team (WIIFUs) and only truly successful teams get to the third stage of (3) What’s in it for others (WIIFOthers) to have this team exist? WIIFOthers is the team emphathizing with Elevating Purpose that brought the team together. They are now driven by that purpose. You absolutely need conflict to have teams evolve into successful teams. It’s the “storming” part of the Tuckman model. Teams have to pass through this.
It starts with making the collective values visible and developing working agreements from these values for where the team is now.
It starts with making the collective values visible and developing working agreements from these values for where the team is now.
It starts with making the collective values visible and developing working agreements from these values for where the team is now.
So let me do a VERY QUICK WALK THROUGH of one exercise to map your values. It’s called the Mountains and Valleys exercise from the book Tribal Leadership. Lyssa Adkins describes a similar exercise called “Journey lines” in her book Coaching Agile Teams. Mountains and Valleys goes a bit further. There are many other ways to do this, but I find this one very straightforward for most people.
Consider a timeline of your life. The vertical access would measure how satisfied you were with certain events in your life.
Then you want to label each event.
For the negative events, what was missing the most? Again, try to use phrases instead of single words.
You may even want to sit with someone you trust and have them ask open powerful questions as to what was going on. 5 Whys can work here as well. You will likely come up with more values for each event. Then try to identify what patterns you are seeing across the different events.
Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
Looking at the patterns, try to put a name to each pattern. These are your core values starting to emerge. You may want to revisit these in a few days or a couple of weeks. You could end up uncovering more.
People will still blow up at times. Maybe even you will. 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”
Actions to take in taking a team to the “next level”
Actions to take in taking a team to the “next level”
Actions to take in taking a team to the “next level”
Actions to take in taking a team to the “next level”