How to Build More Prosocial Teams by Hadassah Mativetsky
•
1 recomendación•160 vistas
How to Build More Prosocial Teams by Hadassah Mativetsky
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a How to Build More Prosocial Teams by Hadassah Mativetsky
Similar a How to Build More Prosocial Teams by Hadassah Mativetsky (20)
Más de QA or the Highway
Más de QA or the Highway (20)
Último
Último (20)
How to Build More Prosocial Teams by Hadassah Mativetsky
- 1. How to build more prosocial teamsPresented by Hadassah Mativetsky Developed with assistance from Prof. David Sloan Wilson QA or the Highway February 19, 2019 Ohio State, Columbus OH
- 2. Abstract Social skills, interpersonal skills, leadership, and teamwork are all part of the QBOK. How do we get group members to be more prosocial (as opposed to anti- social)? Nobel Prize winner Elinor Ostrom and SUNY Distinguished Prof. David Sloan Wilson came together to join the concepts of common pool resources and multi- level selection to start what is now called “Prosocial”. Since then many other academics and practitioners have come on board in its development, particularly psychologists working in Contextual Behavioral Science. This talk will overview the theoretical basis for prosocial and what it is.We will model some of the exercises and conclude with a discussion of prosocial and business practices such as Agile.
- 3. Outline ▪ Terms & Definitions ▪ Background ▪ Prosocial Tools ▪ Exercise ▪ Agile Tools
- 4. QBOK ▪ Social skills ▪ Interpersonal skills ▪ Leadership ▪ Teamwork This Photo by Unknown Author is licensed under CC BY This Photo by Unknown Author is licensed under CC BY-NC-ND This Photo by Unknown Author is licensed under CC BY-NC
- 6. Antisocial “Contrary to the laws and customs of society; devoid of or antagonistic to sociable instincts or practices” https://commons.wikimedia.org/wiki/File:Kosovo-metohija-koreni-duse007.jpg
- 7. Prosocial “Relating to or denoting behavior that is positive, helpful, and intended to promote social acceptance and friendship” https://commons.wikimedia.org/wiki/File:Helping_someone_lift_a_load.jpg
- 8. Common-Pool Resources https://commons.wikimedia.org/wiki/File:Mixed-forest.jpg https://commons.wikimedia.org/wiki/File:An_account_of_the_island_of_New foundland_(microform)_- _with_the_nature_of_its_trade_and_method_of_carrying_on_the_fishery,_wit h_reasons_for_the_great_decrease_of_that_most_valuable_branch_of_trade_ (20431279830).jpg Common-pool resource, a resource made available to all by consumption and to which access can be limited only at high cost. https://www.britannica.com/science/common-pool-resource https://commons.wikimedia.org/wiki/File:Pahu_Sabah_Rice-farmers-in-their-paddies-01.jpg Photo by CEphoto, Uwe Aranas
- 9. Commons “A commons is land or resources belonging to or affecting the whole of a community.” https://commons.wikimedia.org/wiki/File:Neighbors_Park_in_Tacoma%27s_Hilltop_Neighborhood_-_Small_Park.jpg https://commons.wikimedia.org/wiki/File:Cleaning_a_well_in_Yaounde.jpg
- 12. Background
- 14. A 3rd option!
- 15. ElinorOstrom • Received Nobel prize in economics in 2009. • Studied groups that manage common-pool resources such as forests, fields, fisheries, and irrigation systems. • She showed that these groups are capable of managing their affairs if they possess certain core design principles. . ElinorOstrom
- 19. Updatingour Commons definition “A commons is land or resources belonging to or affecting the whole of a community.” "The commons is not a resource. It is a resource plus a defined community and the protocols, values and norms devised by the community to manage its resources. " http://www.bollier.org/commons-short-and-sweet
- 20. • Develop the capacity to work directly with groups of all kinds, anywhere in the world. • Improve their efficacy, both internally and as prosocial actors in a multi-group cultural ecosystem. • Conduct basic scientific research with the same groups. VisionofProsocial
- 21. Prosocial Tools
- 23. NeedsAnalysis 1. Group identity, purpose 8. Appropriate relations w/ others groups 7. Authority to self-govern 6. Fast & fair conflict resolution 5. Graduated rewards and punishments 2. Fair distribution of costs & benefits 3. Inclusive decision making 4. Monitoring agreed-upon behaviors
- 25. Increasing theCapacity forChange • Change can be difficult for both individuals and groups. • Effective change methods have been developed in the applied behavioral sciences. • Currently being rethought from and evolutionary perspective. • Association for Contextual Behavioral Science (ACBS) provides a worldwide network of nearly 8000 scientists and practitioners.
- 27. Exercise
- 28. Seeyour handout
- 30. AgileBasics–4Values 1. Individuals and Interactions Over Processes and Tools 2. Working Software Over Comprehensive Documentation 3. Customer Collaboration Over Contract Negotiation 4. Responding to Change Over Following a Plan
- 31. AgileBasics–12Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. http://agilemanifesto.org/principles.html
- 32. AgileBasics–12Principles 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10.Simplicity – the art of maximizing the amount of work not done – is essential. 11.The best architectures, requirements, and designs emerge from self-organizing teams. 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 33. Stronggroup identity&Sense ofPurpose Values/Principles • 4 Agile Values • 12 Agile Principles • Scrum Values • Commitment • Courage • Focus • Openness • respect • Scrum Pillars • Transparency • Inspection • Adaptation Tools • Daily Standup • Co-located teams • Video conferencing • Wikis • Team shirts • Post retrospective celebration • No people-pinching • Sprint goal 1
- 34. FairDistribution ofCostsand Benefits ▪Daily standup ▪Retrospective ▪Buy-in from Sprint Planning 2
- 35. FairandInclusive Decision Making ▪Retrospective ▪Planning Poker ▪Risk Poker ▪Small teams ▪Agreed prioritization ▪Social Contract https://commons.wikimedia.org/wiki/File:CrispPlanningPokerDeck.jpg 3
- 36. Monitoring agreedupon behaviors ▪ Daily standup ▪ Burndown chart ▪ JIRA ▪ Small teams ▪ Pair programming ▪ Pair testing ▪ Co-location ▪ Retrospective ▪ Slack ▪ Webex ▪ Wall of work ▪ Continuous integration https://commons.wikimedia.org/wiki/File:SampleBurndownChart.png https://commons.wikimedia.org/wiki/File:Pair_Programming_ 3.jpg https://commons.wikimedia.org/wiki/File:An_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png 4
- 37. Graduated Sanctionsfor Misbehavior ▪ Scrum master works 1-1 with individual to determine root cause of behavior ▪ Escalation to manager as roadblock ▪ Social contract ▪ Shared values based language 5
- 38. FastandFair Conflict Resolution ▪Scrum master ▪Retrospective ▪Daily standup ▪Fail fast – try things ▪Social Contract ▪Shared values based language 6
- 40. Appropriate Relationswith OtherGroups ▪ Demos! ▪ Showcases/Playbacks ▪ Early and continuous software delivery ▪ “Customer collaboration over contract negotiation” ▪ Approval to self-organize from upper management ▪ Scrum of Scrum ▪ Guild Groups ▪ Length of Sprints explicitly done to fit with business objectives 8
- 41. KeyPoints ▪ Prosocial isn’t an oracle. It provides tools and guidance about what questions your team needs to answer. ▪ You can apply these generalized principles and ACT tools with your family, religious group, as well as work teams. ▪ Your team has the capacity to be PROSOCIAL!
- 42. Questions?
- 43. Acknowledgements ▪ Paul Atkins ▪ David Sloan Wilson ▪ Christine Hannon ▪ Les Geer ▪ Laura Dionisio ▪ ASQ Binghamton Section #205 ▪ Binghamton Prosocial Facilitators Cohort
- 44. Contact Information ▪ Email: Hadassah.Joann@gmail.com ▪ Website: https://sites.google.com/site/hadassahjoann/ ▪ Twitter: @Haddie
- 45. Resourcesfor topicsrelatedto Prosocial ▪ https://www.prosocial.world/ ▪ Find your why by Simon Sinek, David Mead & Peter Docker ▪ Evolution and Contextual Behavioral Science: An Integrated Framework for Understanding, Predicting, and Influencing Human Behavior edited by David Sloan Wilson PhD and Steven C. Hayes PhD ▪ Does Altruism Exist, David Sloan Wilson
- 46. ACTResources ▪ Feeling Good:The New Mood Therapy, David D. Burns ▪ The Worry Cure: Seven Steps to Stop Worry From StoppingYou by Robert L. Leahy
- 47. AgileResources ▪ https://www.scrum.org/resources/scrum-guide ▪ Agile Testing Foundations: An ISTQB Foundation Level Agile Tester Guide, Rex Black, Gerry Coleman, Marie Walsh, Bertrand Cornanguer, Istvan Forgacs, Kari Kakkonen, and Jan Sabak. ▪ Extreme Ownership How U.S Navy Seals Lead and Win, Jocko Willink and Leif Babin ▪ Scrum The Art of Doing Twice the Work in Half the Time, Jeff Sutherland