![Page 1: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/1.jpg)
Think Like an Agilist: Practicing Agile culture using difficult
scenariosJason Yip
[email protected]@computer.org
@jchyiphttp://jchyip.blogspot.com
![Page 2: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/2.jpg)
Raise your hand if you believe culture is important for Agile
![Page 3: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/3.jpg)
Think about what how you understand what is meant by “culture”.
Raise your hand once it’s clear in your head.
![Page 4: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/4.jpg)
Keep your hand up if you believe that your understanding is the same as everyone in the room
![Page 5: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/5.jpg)
“BUT we definitely
consider culture important”
“We don’t have a clear understanding of
culture.”
“We don’t have a shared understanding
of culture.”
![Page 6: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/6.jpg)
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
![Page 7: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/7.jpg)
![Page 8: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/8.jpg)
IF the foundations of “culture” are assumptions…
THEN in order to understand Agile culture, we need to understand the underlying assumptions of Agile
![Page 9: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/9.jpg)
![Page 10: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/10.jpg)
So how might we engage with our “shared, tacit assumptions”?
![Page 11: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/11.jpg)
Effective tactical leaders think differently about situations than ineffective ones
“What are their interests?” “They’re all out to get me!”
![Page 12: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/12.jpg)
Run students through very difficult scenarios to expose and correct weaknesses in their thinking processes
Deliberate
practice for
culture?
Think Like a Commander
![Page 13: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/13.jpg)
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
![Page 14: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/14.jpg)
Our most challenging Agile scenarios!
Talk through your thought process
What would you do? Why?
THINK LIKE AN AGILIST
![Page 15: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/15.jpg)
Let’s try it!
![Page 16: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/16.jpg)
Thinker:Respond to the scenario using think-aloud
Scribe (1 or more):Capture the thoughts; remind Thinker to think-aloud
![Page 17: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/17.jpg)
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?
![Page 18: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/18.jpg)
“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
![Page 19: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/19.jpg)
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)
![Page 20: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/20.jpg)
SCENARIO ONE
![Page 21: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/21.jpg)
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?
![Page 22: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/22.jpg)
DISCUSSION ONE
![Page 23: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/23.jpg)
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?
![Page 24: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/24.jpg)
END SCENARIO ONE
![Page 25: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/25.jpg)
Did you learn something about your underlying assumptions that you did not previously
know?
![Page 26: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/26.jpg)
Scenario
What do I think?
Why do I think that?
Metacognition Culture
![Page 27: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/27.jpg)
What are Agile assumptions?
1. ?2. ?3. ?4. ?
![Page 28: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/28.jpg)
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
![Page 29: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/29.jpg)
SCENARIO TWO
![Page 30: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/30.jpg)
DISCUSSION TWO
![Page 31: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/31.jpg)
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?
![Page 32: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/32.jpg)
END SCENARIO TWO
![Page 33: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/33.jpg)
Overall impressions?
![Page 34: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/34.jpg)
REPLAY
![Page 35: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/35.jpg)
Underlying assumptions are the essence of culture
![Page 36: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/36.jpg)
Consider how you think and what you believe (aka
foundation of culture) not just what you do (aka artefacts of culture)
![Page 37: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/37.jpg)
You can practice culture using think-aloud scenarios
![Page 38: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/38.jpg)
Adjustments if you do this yourself• Use small groups (3 – 4)• Use your own scenarios• Focus on the culture you want
![Page 39: Think Like an Agilist (repeat) Sydney Agile and Scrum 2014](https://reader033.vdocuments.us/reader033/viewer/2022061106/5440f748afaf9f4e208b45b7/html5/thumbnails/39.jpg)
THE END