Collaboration through Conflict - Orlando Code Camp March 2014

Collaboration through ConflictEvolving Better Teams

Mark Kilby

March 22, 2014

Mark Kilby

Agile Coach

Mark@markkilby.com

@mkilby– twitter

http://markkilby.com

Linkedin.com/in/mkilby

Software since 1990; Coaching since 2003

Mark Kilby

Agile Coach

Mark@markkilby.com

@mkilby– twitter

AgileOrlando.com(founder)

Lean Coffee Orlando(founder)

speaker

Software since 1990; Coaching since 2003

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

Go to Talent4Startups.org for early

bird registration and first dibs

3 QUESTIONS FOR YOU…

DO YOU LEAD OR COACH TEAMS?

3 QUESTIONS FOR YOU…

DO YOU PRACTICE AGILE NOW?

(SCRUM, XP, KANBAN, SAFE, DAD, ETC.)

Seen these resultswith teams?

Storm patterns

Purpose today is to…

• Better understand the relationship

between Conflict & Collaboration

Purpose today is to…

• Better understand the relationship

between Conflict & Collaboration

• Give you and your teams several

tools to navigate through conflict

Benefit

Teams that can deliver

in any conditions

Agenda

1. Understand Types of

Conflict and Collaboration

2. Values & Conflict

3. When Things Still Go Wrong

Working Agreements

1. Ask questions!

CONFLICT AND COLLABORATION

Understand Types of

Jean Tabaka

Agile FellowRally Software

Our point of view…

Collaboration invites Conflict

Forming

Storming

NormingPerforming

Tuckman, 1965

Collaboration invites Conflict

Forming

Storming

NormingPerforming

Constructive

We cannot avoid storms of conflict…

We can learn to navigate through the storms

To make conflict constructive

Christopher Moore’s

“The Mediation Process: Practical Strategies for

Resolving Conflict”

SOURCES of

Relationship

Structural

Interests

Values

CONFLICT

Courtesy of Jean Tabaka

SOURCE ofCONFLICT:DATA

Relationship

Structural

Interests

Values

• lack of information

SOURCE ofCONFLICT:DATA

Relationship

Structural

Interests

Values

• lack of information

2 ways it shows up:1. Day-to-day information sharing (reporting) 2. In collaboration events

Release Burndown

Sprint Burndown

Velocity Trend

Day-to-Day

Information Radiators

Driven by other

Story Backlog Task Backlog In Process Task Done Story Done

User Story

Task Task

Task 8

Task 16

Driven by other

User Story

Task Task

Task 8

Task 16

Is everyone updating?

Driven by other

User Story

Task Task

Task 8

Task 16

Can everyone update?

Driven by other

User Story

Task Task

Task 8

Task 16

Daily? (at least)

Driven by other

User Story

Task Task

Task 8

Task 16

Daily? (at least)

Can you see the whole system?

Release Burndown

Sprint Burndown

Velocity Trend

If not, DATA is not truly visible

Release Burndown

Sprint Burndown

Velocity Trend

Information Radiatorsare WRONG

Release Burndown

Sprint Burndown

Velocity Trend

Are you surprised by

what you release?

Release Burndown

Sprint Burndown

Velocity Trend

CONFLICT by

Who facilitates meetings?

In Collaboration Events:

Listing and Brainstorming

Our list_________________________________________________________________________________

Facilitator

Our list_________________________________________________________________________________

Gathering …

New Requirements

Sprint observations?

Root causes?

Ideas for improvement?

Risks?

Our list_________________________________________________________________________________

Is everyone contributing

every few minutes? (at least)

Our list_________________________________________________________________________________

Every few minutes? (at least)

(if not)CONFLICT

byDATA

Relationship

Structural

Interests

Values

SOURCE ofCONFLICT:Relationship

• strong emotions, misperceptions, or stereotypes

Relationship

Structural

Interests

Values

SOURCE ofCONFLICT:Relationship

• strong emotions, misperceptions, or stereotypes

2 ways it shows up:1. Day-to-day interactions2. In collaboration events

Day-to-DayRelationship Challenges

Can you believe what (Dev/QA/etc.) did?

Guess WHO botched the build

again?

Management/Business is making unreasonable requests!

Can you believe what (FAVORITE SCAPEGOAT ROLE) did?

again?

________ is making unreasonable requests!

CONFLICT of

RELATIONSHIP(listen for

“role” labels or assumption of intent)

Day-to-DayRelationship 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?

Day-to-DayRelationship 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?

Best to address in a Team Chartering

session before the work begins

Clarify assumptions

and intent up front.

Safety Checks

Facilitator

Do we all feel safe discussing this

topic?Let’s check.

Source of Conflict: Relationship

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.

Safety ChecksLevel Description Votes

5 - Secure I feel free to discuss anything. XXX

1 - Treacherous I’ll smile and just agree with everyone. X

Anonymous votes

Safety Checks

How can we bring up the level of

safety?

Level Description Votes

5 - Secure I feel free to discuss anything. XXX

1 - Treacherous I’ll smile and just agree with everyone. X

If any vote 3 or less…

Relationship

Structural

Interests

Values

SOURCE ofCONFLICT:Structural

• Someone of unequal power in the conversation

Relationship

Structural

Interests

Values

• Management, senior staff

Relationship

Structural

Interests

Values

• Management, senior staff

Day-to-Day

Going to the Gemba

Gemba – “the real place”

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

Day-to-Day

Going to the Gemba

http://www.flickr.com/photos/kheelcenter/5279277567/sizes/z/in/photostream/

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/

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?

Day-to-Day

Powerful QuestionsScenario 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

Clear Purpose, Agenda, & Working Agreements

FacilitatorSenior Staff

Agenda1. Open2. ______3. ______4. ______5. ______6. ______7. Close

Working Agreements

1. ______2. ______3. ______

PurposeTo decide/plan/learn/ evaluate ___________

FacilitatorSenior Staff

Parking Lot

Action Items

Facilitator should introduce Organizing Tools at Opening

Working Agreements

1. ______2. ______3. ______

We should discuss XYZ now!

Parking Lot

Action Items

Source of Conflict: Structural

Working Agreements

1. ______2. ______3. ______

Parking Lot

Action Items

Does XYZ meets our purpose and agenda?

Working Agreements

1. ______2. ______3. ______

Parking Lot

Action Items

If it is part of the purpose and agenda, show where it will be

discussed

Working Agreements

1. ______2. ______3. ______

Parking Lot

Action Items

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

Working Agreements

1. ______2. ______3. ______

Parking Lot

Action ItemsXYZ

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

Relationship

Structural

Interests

Values

SOURCE ofCONFLICT:Interests

• competition for resources; scarcity mindset

Relationship

Structural

Interests

Values

SOURCE ofCONFLICT:Interests

• competition for resources; scarcity mindset

Day-to-Day

Reactions to Scarcity

Day-to-Day

“I don’t see a problem with our resources.”

Day-to-Day

“Management will not give us what we need.”

Day-to-Day

“I can’t do better since I don’t have what I need.”

Day-to-Day

“I just can’t seem to convince people we need this.”

Day-to-Day

“I have to fight for my team to get what they need.”

Day-to-Day

“This is hopeless. I’m just doing the minimum until something better comes along.”

Day-to-Day

We all get “stuck” at one of these place

Day-to-Day

Perceived Scarcity

Anxietyabout

Learning

Anxiety

Day-to-Day

When we realize we are stuck, we have an

opportunity to learn about our model of the

problem

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

Day-to-Day

“I wonder what I’m not seeing to help us get what we need?”

Learning

Anxiety

“An upset is an opportunity to

learn”- Christopher Avery

Day-to-Day

Making All Views Visible in a Debate

Facilitator

Here is the way it is!!!

You’re wrong!!!

Source of Conflict: Interests

!!! !!!!!!

Source of Conflict: Interests

!!! !!!!!!

A BCONFLICT

ofINTERESTS

!!!Are you willing to work this out?

Yes Yes

A point of view________________________________________________________________________

A point of view

A point of view________________________________________________________________________

Did B describe your point of

view A?Yes.

B point of view________________________________________________________________________

Making All Views Visible in a DebateA Point of View________________________________________________________________________

B point of view

B point of view________________________________________________________________________

Making All Views Visible in a DebateA Point of View________________________________________________________________________

Did A describe your point of

view B?Yes.

B point of view________________________________________________________________________

A Point of View________________________________________________________________________

!!!Is there a middle way?

Both sides feel they are heard and

understood

B point of view________________________________________________________________________

A Point of View________________________________________________________________________

Brainstorming________________________________________________________________________

NavigatingData

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

VALUES & CONFLICTUnderstand

ValuesData

Relationship

Structural

Interests

Values

CONFLICT• Most challenging form of

conflict

ValuesData

Relationship

Structural

Interests

Values

conflict

• Approaches: prioritization techniques, affinity grouping in meetings, working agreements about no judgments

ValuesData

Relationship

Structural

Interests

Values

conflict

• Are they always effective?

ValuesData

Relationship

Structural

Interests

Values

conflict

• Are they always effective?

ValuesData

Relationship

Structural

Interests

Values

conflict

• Are they always effective? Challenging ValuesNO. Why?

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 documentationover

Customer collaboration Contract negotiationover

Responding to change Following a planover

Scrum Values

CommitmentFocusOpennessRespectCourage

XP Values

FeedbackSimplicityCommunicationRespectCourage

Lean Software Principles

Eliminate waste

Amplify learning

Decide as late as possible

Deliver as fast as possible

Empower the team

Build integrity in

See the whole

The problem with “giving” values…

• They may not stick with the team

• We may not know what we value

• We can’t be sure if our values align with others

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

• Elevating Purpose• Collective Values

• Elevating Purpose• Collective Values• Preferences

(Working Agreements)

Forming

Drawn to the purpose of the group.

What’s in it for me?

Forming

Storming

What’s in it for us? (develop working agreements around values)

Forming

Storming

Norming

What’s in it for others to have us work as a

team?(amplify the

Elevating Purpose for the team)

Forming

Storming

Norming

Performing

What’s in it for us? (develop working agreements around values)

CORE is “what binds the group together” and can include:• Elevating Purpose

Many leaders can get here

CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences

Some leaders can get here

Few get here

CORE is “what binds the group together” and can include:• Elevating Purpose• Collective Values• Preferences

Many leaders can get here

Few get here

(without this) CONFLICT

ofVALUES

TO ANTICIPATE THE “BIG STORMS” WITHIN THE TEAM…

WE NEED TO MAP OUR VALUES

MAP YOUR VALUESFIRST…

S A T I S F A C T I O N

TIME201320031993

Adapted from http://www.culturesync.net/happiness

Euphoric

Tragic

Think back along your career

A quick walk through…

S A T I S F A C T I O N

TIME201320031993

1st jo

1 st Agile coach gig

Hired at RallyOpe

Euphoric

Tragic

Map the high and low points

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 / TrustNew ChallengesNew Roles

Respect / Valued / Trust

For high & low points, what

was most present or missing the

most for you?

Event A - Values

Event B - Values

Event C - Values

Event D - Values

Event E - Values

Event F - Values

VALUES CHART

Loyalty / Trust Humility Respect Valued

Build Together ValuedNew Path / Explore /

Valued / Trust

Respect / Valued / TrustCollaborationNew Industries & Skills

What patterns do

you see?

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

Loyalty / Trust Humility Respect Valued

Build Together ValuedNew Path / Explore /

Valued / Trust

Respect / Valued / TrustCollaborationNew Industries & Skills

Describe the patterns

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

MAP TEAM VALUESNext, together ...

Express Values as Preferences

CO-CREATING

EXPLORING TO LEARN

CORE VALUESProject: 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 numbCareer: I prefer changing roles within an environment

Context: Preference

See http://ssrm.com/abstract=1995781

Share preferences with your team:

Values Constellations

I prefer to pair

http://tinyurl.com/l745pqo

Note: Multiple ways to use this technique

Pay attention to…

Who is close to center?

Who is far away?

Pay attention to…

Who is far away?

When does the team “come together”? (Shared Value)

Pay attention to…

Who is far away?

When does the team “spread out”? (Potential conflict?)

Pay attention to…

Who is far away?

When does the team “spread out”? (Potential conflict?)

Develop Value-based

Working Agreements

WHEN THINGS STILL GO WRONG

Learning

Anxiety

“An upset is an opportunity to

learn”

“What am I not seeing?”

1) Keep DATA visible always

1) Keep DATA visible always2) Develop cross-functionality & check

safety in RELATIONSHIPS

safety in RELATIONSHIPS3) 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

Allows you to chase the storms of conflict to evolve your teams

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

Mark Kilby

Agile Coach

Mark@markkilby.com

@mkilby– twitter

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

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

Go to Talent4Startups.org for early

bird registration and first dibs

Collaboration through Conflict - Orlando Code Camp March 2014

Business

Transcript of Collaboration through Conflict - Orlando Code Camp March 2014

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