Toronto Agile Tour - Pikachu Talk
The document discusses various concepts related to organizational change, leadership, and agile practices. It mentions "baby duck syndrome" and the "ladder of perception" in relation to how people cling to their beliefs. It also discusses the importance of team agreements, protocols for how teams work together, learning through exploration, understanding different communication preferences, and adapting organizations to external constraints. The document provides brief explanations and advice for concepts like Satir change models, MBTI types, organizing for complexity using Galbraith's Star Model, Lego Serious Play, the SCARF model of brain threats, the Fogg Behavior Model, and designing changes together with those implementing plans. It emphasizes being adaptable and connecting with non-agile communities.
Toronto Agile Tour - Pikachu Talk
- 1. @ J A S O N L I T T L E
- 2. @ J A S O N L I T T L E
- 3. @ J A S O N L I T T L E Imprinting “Baby Duck Syndrome” Ladder of Perception “we cling to our beliefs”
- 4. @ J A S O N L I T T L E
- 5. @ J A S O N L I T T L E Team Agreements “Social harmony over Agile stick beatings” Core Protocols “agree on how we work together"
- 6. @ J A S O N L I T T L E
- 7. @ J A S O N L I T T L E Learn Stuff “Learn, try it out and reflect.” Shu Ha Ri “Stay in shoe, don’t rush to HA or RI”
- 8. @ J A S O N L I T T L E
- 9. @ J A S O N L I T T L E Satir Change/Interaction “Everyone responds to change differently, and at different intensities” MBTI/Discovery Insights “Understand yourself, and your communication preferences”
- 10. @ J A S O N L I T T L E
- 11. @ J A S O N L I T T L E Organize for Complexity “Management died in the 70’s, we’ve been riding a dead horse ever since” Galbraith’s Star Model “A strategic decision to ‘go agile’ changes your entire organization"
- 12. @ J A S O N L I T T L E
- 13. @ J A S O N L I T T L E Management 3.0 “Practical ideas to help managers manage the system, not the people” Learn through Exploration “The best organizations adapt to their external constraints”
- 14. @ J A S O N L I T T L E
- 15. @ J A S O N L I T T L E Lego® Serious Play™ “Creating meaning by levelling the playing field so to speak” That’s a Lotta Lego! “180 leaders, 2 days, $25K of lego + shared understanding about transformation”
- 16. @ J A S O N L I T T L E
- 17. @ J A S O N L I T T L E SCARF© “Our brains don’t know the difference between social and physical threat” Forget the “F” Word “When we feel uncertainty, We shouldn’t embrace it, we should reduce it”
- 18. @ J A S O N L I T T L E
- 19. @ J A S O N L I T T L E Fogg Behaviour Model “Sometimes we’re not motivated to change, or we just forget, or it’s just too hard” Design Changes Together “The people who write the plan, don’t fight the plan”
- 20. @ J A S O N L I T T L E Be Adaptable No organization “wants Agile”, they want help solving problems Let go of the outcome Connect to non-agile communities, you can learn stuff there too. http://leanintuit.com/pikachu