1. 1. 3 beliefs you need to let go to start your agile journey The Dont Blink version Antti Kirjavainen @anttiki Wildcard 2015
2. 2. The purpose of this talk Give you ideas and concrete practices to help people and organizations get rid of beliefs that hold them back from embracing the new paradigm of knowledge work.
3. 3. Our beliefs hold us back
4. 4. 3 layers of culture Practices, processes, rules Values (stated) Assumptions, beliefs (unconscious) Source: Schein, Edgar (1992). Organizational Culture and Leadership: A
5. 5. Why beliefs and assumptions are so strong? Most things in a culture are built atop of those Lots of connections with other ideas, assumptions etc. Usually unconscious Conflicting ideas and assumptions do not fit with the ideas and assumptions that are based on the old unconscious assumption The idea with less sticking points has less change to prevail than the connceted (old) one
6. 6. 10 years ago: Games for Learning
7. 7. I used to design and produce games for learning In collaboration with science teachers For primary school children ~10 years ago Agora Game Lab, University of Jyvskyl Problem: childrens misconceptions about scientific phenomena
8. 8. Why are there seasons?
9. 9. Misconceptions about Science Hinder the childrens ability to learn about scientific phenomena The earlier conception has stronger connections in cognition Scientific knowledge is inter-connected, new knowledge sticks if it fits with the existing assumptions A couple of misguided assumptions can hinder the child from learning most of related science (e.g. astronomy and climate theories related to model of seasonal changes)
10. 10. BELIEFS ABOUT KNOWLEDGE WORK THAT HOLD US BACK
11. 11. BATCH THINKING
12. 12. Delivering each batch of work has costs, so it is most efficient to do it all in one big batch Photo CC-2.0-BY-NC by Cameron Grant
13. 13. Problems with batches or big projects Assumption: big batches save money (true, but) Unconscious tradeoffs: Losing the adaptibility to changes Risks are discovered and acted on late Testing of assumptions is done in the end Scope tends to get even bigger scope creep Long time to market
14. 14. Using specialists time just for what they are best at is most efficient
15. 15. Problems with specialisation Loss of information The need to ask something competes with the fact that people are already on their next assignment Leads to multitasking Task-switching reduces effectiveness Lots of unfinished work, which is potentially waste
16. 16. 100% UTILIZATION OF PEOPLE IS GOOD FOR EFFECTIVENESS
17. 17. Keeping people 100% utilized on planned work is efficient Photo by Walter Parenteau
18. 18. Problems with 100% utilization No capability left to deal with surprises Results in low predictability if there is variability (= surprises) Often leads to multitasking Task-switching reduces effectiveness
19. 19. PROCESS ROLL-OUT POSITIVISM
20. 20. New processes can be rolled out to organizations and teams
21. 21. Changes in an organization chart will lead to similar changes in reality
22. 22. Problems with rolling out new processes, org charts People do not change anything in their behaviour People do not understand the changed process in the same way Lack of commitment towards change Hard to relate a modelled process to everyday work
23. 23. Dividing the organization to thinkers and doers is efficient
24. 24. Problems with separating thinking and doing People far away from work have hard time seeing the real problems People with most insight on improvement opportunities are left out of work design Lessens commitment on improvement on doers Takes meaning out of doers work
25. 25. HOW TO GET RID OF THESE LEGACY BELIEFS? Photo CC-2.0-BY by wecometolearn
26. 26. Problems with using logic to help get rid of old beliefs The old belief has lots of connections with other ideas, assumptions etc. The old belief is usually unconscious Conflicting ideas and assumptions do not fit with the ideas and assumptions that are based on the old unconscious assumption The idea with less sticking points has less change to prevail than the connceted (old) one Arguments against the old belief have less existing allies in the cognition
27. 27. 1. Experience Photo CC-2.0-BY by Jim Sneddon
28. 28. Games for Learning: Experience Safe experience Distanced from subject matter Chance for the child to experiment different strategies, theories Constructed so that strategies based on actual scientific theories work better
29. 29. 2. Reflection together Photo CC-2.0-BY-NC by Juska Wendland
30. 30. Games for Learning: Reflection Together Compare experiences from playing the game Form a collective opinion on what strategies worked and why Confirmation on individual observations from group Connect the experience to scientific theory (at this point the experience has provided connecting points to the childrens cognition)
31. 31. 3. Application Photo CC-2.0-BY-NC by Juska Wendland
32. 32. Games for Learning: Application Application of ther newly learned theory to another context To reinforce the newly formed theory I.e. Another exercise, project work etc.
33. 33. SAME FOR KNOWLEDGE WORK?
34. 34. Marshmallow Challenge Tom Wujec, http://marshmallowchallenge.com/
35. 35. Marshmallow Challenge Experience Reflection Application
36. 36. Multitasking Name Game Image CC-3.0-BY-SA by Henrik Kniberg
37. 37. Multitasking name game Experience Reflection Application
38. 38. Ball Flow Game Karl Scotland, http://availagility.co.uk/ball-flow-game/
39. 39. Experience Reflection Application
40. 40. Value Stream Mapping Photo CC-2.5-BY-NC-SA by Michael Sahota
41. 41. Experience Reflection Application
42. 42. CONCLUSION
43. 43. Assumptions and beliefs hold us back Practices, processes, rules Values (stated) Assumptions, beliefs (unconscious)
44. 44. How To facilitate change in beliefs 1.Experience 2.Reflection together 3.Application in real context - experiment
45. 45. Links to experiences, games Marshmallow Challenge: http://marshmallowchallenge.com/ Multitasking name game: https://www.crisp.se/gratis-material-och- guider/multitasking-name-game Ball Flow Game: http://availagility.co.uk/ball- flow-game/ Value Stream Mapping: http://agilitrix.com/2010/07/use-value-stream- mapping-for-current-state-assessment/
46. 46. THANK YOU! Antti Kirjavainen http://www.flowa.fi/ @anttiki antti@flowa.fi
47. 47. BONUS BELIEF
48. 48. Control by rules, incentives and status reports is effective Photo by Dneary
49. 49. What kind of experience would help get rid of this belief? To promote fostering trust instead of building control mechanisms To demonstrate how command & control is actually command & hope Please share your ideas on this with me!