think like an agilist (repeat) sydney agile and scrum 2014
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Think Like an Agilist: Practicing Agile culture using difficult
scenariosJason Yip
jcyip@thoughtworks.comj.c.yip@computer.org
@jchyiphttp://jchyip.blogspot.com
Raise your hand if you believe culture is important for Agile
Think about what how you understand what is meant by “culture”.
Raise your hand once it’s clear in your head.
Keep your hand up if you believe that your understanding is the same as everyone in the room
“BUT we definitely
consider culture important”
“We don’t have a clear understanding of
culture.”
“We don’t have a shared understanding
of culture.”
Edgar Schein: 3 Levels of Culture
Artefacts
Espoused Values
Underlying Assumptio
ns
Visible organisational structures and processes
Strategies, goals, philosophies
Unconscious, taken for granted beliefs, perceptions, thoughts, and feelings
IF the foundations of “culture” are assumptions…
THEN in order to understand Agile culture, we need to understand the underlying assumptions of Agile
So how might we engage with our “shared, tacit assumptions”?
Effective tactical leaders think differently about situations than ineffective ones
“What are their interests?” “They’re all out to get me!”
Run students through very difficult scenarios to expose and correct weaknesses in their thinking processes
Deliberate
practice for
culture?
Think Like a Commander
Think Like an Agilist is an approach I’ve created to expose how we think about a situation in order to allow us to practice Agile culture
Our most challenging Agile scenarios!
Talk through your thought process
What would you do? Why?
THINK LIKE AN AGILIST
Let’s try it!
Thinker:Respond to the scenario using think-aloud
Scribe (1 or more):Capture the thoughts; remind Thinker to think-aloud
Think Aloud Protocol
• Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it• What do you notice? want? suspect?• What questions do you have?• What actions would you take?• What else is passing through your head?
“Oh yeah, I
actually considered
that”
“I would have thought of that”
But if you were thinking aloud, we can see that you didn’t think of that and didn’t consider it
Warning! Scenarios may will be more unfair than reality• No body language to read• No other background available• Not allowed to ask for
clarification (you can actually ask, but I likely won’t clarify)
SCENARIO ONE
Think Aloud Protocol Template
• Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it• What do you notice? want? suspect?• What questions do you have?• What actions would you take?• What else is passing through your head?
DISCUSSION ONE
Assess the response
• What do the Thinker’s responses communicate about his/her underlying assumptions?• For example,
• What factors are important when addressing a problem?
• Who should be involved in problem-solving?• Etc.
• What would you have done differently?• Why? What is different for your assumptions?
END SCENARIO ONE
Did you learn something about your underlying assumptions that you did not previously
know?
Scenario
What do I think?
Why do I think that?
Metacognition Culture
What are Agile assumptions?
1. ?2. ?3. ?4. ?
Other potential assumptions
1. The people closest to the problem should be involved in the problem-solving
2. Smaller steps are better than bigger steps3. Don’t take a step until you know how to validate it4. It’s better to clean up as you go then it is to make a big
mess and fix later
SCENARIO TWO
DISCUSSION TWO
Assess the response
• What do the Thinker’s responses communicate about his/her underlying assumptions?
• What would you have done differently?• Why? What is different for your assumptions?
END SCENARIO TWO
Overall impressions?
REPLAY
Underlying assumptions are the essence of culture
Consider how you think and what you believe (aka
foundation of culture) not just what you do (aka artefacts of culture)
You can practice culture using think-aloud scenarios
Adjustments if you do this yourself• Use small groups (3 – 4)• Use your own scenarios• Focus on the culture you want
THE END
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