logical levels andstatistical games - a powerful strategy for agile adoption
DESCRIPTION
Workshop presented at Agile 2009 (Chicago, USA) in Aug 27. Authors: Luiz C Parzianello and Rafael Prikladnicki.TRANSCRIPT
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 1 of 41
Logical Levels andLogical Levels andLogical Levels andLogical Levels andStatistical GamesStatistical GamesStatistical GamesStatistical GamesA Powerful Strategyfor Agile Adoption
Luiz ClLuiz ClLuiz ClLuiz Clááááudio Parzianelloudio Parzianelloudio Parzianelloudio [email protected]
Rafael Rafael Rafael Rafael PrikladnickiPrikladnickiPrikladnickiPrikladnickirafael.prikladnicki@pucrs.br
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 2 of 41
Luiz ParzianelloLuiz ParzianelloLuiz ParzianelloLuiz Parzianello� Master’s Degree in Systems
Engineering� Bachelor’s Degree in Electronics
Engineering� + 25 years of experience in
informatics (programming, analysis, management and coaching)
� + 11 years as consultant and instructor in Software Engineering
� + 6 years working with Agile� CEO at Surya Digital Management� Adjunct Coordination of Agile
Methods Users Group at SUCESU-RS� Specialties: Requirements
Engineering, Lean, Scrum, NLP
About the SpeakersAbout the SpeakersAbout the SpeakersAbout the Speakers
Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki � PhD in Computer Science (Sept)� Master’s Degree in Computer Science� Bachelor’s Degree in CS� + 8 years as a consultant in SwEng� + 4 years working with Agile� Professor and researcher at PUCRS
since 2004� Adjunct Coordination of Agile
Methods Users Group at SUCESU-RS� Coordination of SPIN-POA� Specialties: Global Software
Engineering, Agile Methods, Experimental Software Engineering, Software Project Management
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 3 of 41
About the SpeakersAbout the SpeakersAbout the SpeakersAbout the Speakers
Porto Alegre, RSPorto Alegre, RSPorto Alegre, RSPorto Alegre, RSBrazilBrazilBrazilBrazil
FlorianFlorianFlorianFlorianóóóópolis, SCpolis, SCpolis, SCpolis, SCBrazilBrazilBrazilBrazil
• Brian Marick• Diana Larsen• Matt Gelbwaks• Naresh Jain• Dave Nicolette• Joshua Keriwvsky• David Hussman
• 60 speakers• 55 sessions• 800 people
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 4 of 41
Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 5 of 41
Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language
Have you ever participated in a gamethat simulates software development or good and bad behaviors in a software development environment?
Do you remember that you have enjoyed the activity and spent great moments with your folks … ?
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 6 of 41
Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language
Now, could you please remember games that have changed your beliefs or have challenged values related to your professional behavior … ?
What about the language and meta language used by the facilitators on these games … ?
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 7 of 41
Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language
� Games and simulations are not self explanatory.
� Games can be weak if the whole idea behind them are lost during their execution.
� We often face games that don’t sell their messageproperly because most of the facilitators usually expect that participants should understand the metaphor or analogy related to the real world.
� Facilitators that change people’s mind with games and simulations have an adequate meta language (conscious or unconscious) for communicating with people.
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 8 of 41
What are Logical Levels?What are Logical Levels?What are Logical Levels?What are Logical Levels?
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 9 of 41
The concept of logical levels of learning and change was initially formulated as a mechanism in the behavioral sciences by Gregory BatesonGregory BatesonGregory BatesonGregory Bateson (an anthropologist), based on the work of Bertrand Russel in logic and mathematics.
The term logical levels, as it is used in Neuro-Linguistic Programming (NLP), was adapted from Bateson’s work by Robert DiltsRobert DiltsRobert DiltsRobert Dilts in the mid 1980’s,
and refers to a hierarchy of levels of processes within an individual or group.
Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 10 of 41
“The function of a certain level is to synthesize, organize and direct the interactions on the level below it. Changing something on an upper level would necessarily radiate downward, precipitating change to the lower level. Changing something on a lower level could, but would not necessarily, affect the upper levels.”.
Dilts & DeLozier, Encyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLP (2000)
Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level
“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”
“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 11 of 41
Who? Where? When?Who? Where? When?
Logical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeRobert Dilts based on Gregory Bateson
EnvironmentEnvironmentEnvironmentEnvironment
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
What doyou do?
What doyou do?
BehaviourBehaviourBehaviourBehaviour
is perceived by my senses triggering a
CapabilitiesCapabilitiesCapabilitiesCapabilitiesand Strategiesand Strategiesand Strategiesand Strategies
How doyou do?
How doyou do?
is a conscious actionsupported by
Who are you?Who are you?
IdentityIdentityIdentityIdentityand Missionand Missionand Missionand Mission
Are unconsciousresponses based on
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
Why doyou do that?
Why doyou do that?
BeliefsBeliefsBeliefsBeliefsand Valuesand Valuesand Valuesand Values
are semiconscious actionsbased on personal
Logical Levels HierarchyLogical Levels HierarchyLogical Levels HierarchyLogical Levels Hierarchy
IDEALIDEALIDEALIDEALPURPOSEPURPOSEPURPOSEPURPOSE
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Logical Levels for SoftwareLogical Levels for SoftwareLogical Levels for SoftwareLogical Levels for Software
Beliefs &Beliefs &Beliefs &Beliefs &ValuesValuesValuesValues
By Experience, Agile Manifesto,Simplicity, Communication, Feedback and Courage
By the Book, Prescriptive Models, Deterministic Approach, Fear
TraditionalTraditionalTraditionalTraditional
Team, Team Member, Developer,Scrum Master, Scrum PO, Coach …““““To deliver value to customersTo deliver value to customersTo deliver value to customersTo deliver value to customers””””
Factory, Manager, Analyst,Designer, Programmer, Tester, …““““To deliver software artifactsTo deliver software artifactsTo deliver software artifactsTo deliver software artifacts””””
Identity & Identity & Identity & Identity & MissionMissionMissionMission
Logical LevelLogical LevelLogical LevelLogical Level AgileAgileAgileAgile
EnvironmentEnvironmentEnvironmentEnvironmentRegulated, Complex
Small to LargeFlexible, SimpleSmall to Large
BehaviorBehaviorBehaviorBehaviorMass Production, Large Lots,Few deliveries, Reactive
Lean Production, Small Lots,Frequent deliveries, Proactive
Capabilities & Capabilities & Capabilities & Capabilities & StrategiesStrategiesStrategiesStrategies
People Oriented, Generalization,Self Management, Win-Win
Process Oriented, Specialization,Command-Control, Win-Loose
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 13 of 41
Investigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsIf you If you If you If you ………… Please, investigate your Please, investigate your Please, investigate your Please, investigate your …………
Need more information about your current situation … EnvironmentEnvironmentEnvironmentEnvironment
Have enough information about your current situation but you don’t know what to do with that … BehaviorBehaviorBehaviorBehavior
Know what you have to do but you don’t have a capacity or a strategy needed to do that … Capabilities & StrategiesCapabilities & StrategiesCapabilities & StrategiesCapabilities & Strategies
Know that you have the capability or strategy but you don’t think this is an important thing or it’s wrong …
Beliefs & ValuesBeliefs & ValuesBeliefs & ValuesBeliefs & Values
Think that it’s an important thing or it’s the right thing to do but you feel that it doesn’t belong to your mission … Identity & MissionIdentity & MissionIdentity & MissionIdentity & Mission
Purpose & IdealPurpose & IdealPurpose & IdealPurpose & IdealBelieve that it belongs to your mission but you don’t feel yourself as a part of the whole …
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 14 of 41
Mathematics is a language understood and respected by every computer professional.
Mathematical facts are strong evidences that can be used to
challenge unsustainable beliefs.
Mathematics as a LanguageMathematics as a LanguageMathematics as a LanguageMathematics as a Language
A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:
“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”
A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:
“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 15 of 41
ExamplesExamplesExamplesExamples
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 16 of 41
Producing in Producing in Producing in Producing in Large LotsLarge LotsLarge LotsLarge Lotsxxxx
Producing in Producing in Producing in Producing in Small LotsSmall LotsSmall LotsSmall Lots
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 17 of 41
AnalystAnalystAnalystAnalyst DesignerDesignerDesignerDesigner ProgrammerProgrammerProgrammerProgrammer TesterTesterTesterTester CustomerCustomerCustomerCustomer
Team SetupTeam SetupTeam SetupTeam Setup
Game GoalGame GoalGame GoalGame Goal
Deliver to the Customer 10 software requirements analyzed, designed, coded and tested in the shortest possible period of time.
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 18 of 41
Procedure:Procedure:Procedure:Procedure:
1. Each software requirement is represented by a record card;
2. A complete requirement implementation is represented byfour initials written by the team;
3. Identify your group.
€ æ ‡
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
ξ
2
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 19 of 41
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
2150150150150
150150150150
1st Experiment:1st Experiment:1st Experiment:1st Experiment:LARGE LOTSLARGE LOTSLARGE LOTSLARGE LOTS
Each member has to sign 10 requirements before deliver them to the next team member.
Customer records time spent.
Note:Note:Note:Note:
““““When doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementis equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.””””
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 20 of 41
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
2150150150150
150150150150
2nd Experiment:2nd Experiment:2nd Experiment:2nd Experiment:SMALL LOTSSMALL LOTSSMALL LOTSSMALL LOTS
Each member has to sign 1 requirement and deliver it to the next team member (unitary flow).
Customer records time spent.
100100100100
150150150150
Note:Note:Note:Note:
““““When doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, don’’’’t push any requirement to the next t push any requirement to the next t push any requirement to the next t push any requirement to the next team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., you you you you have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.””””
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 21 of 41
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
2200200200200
200200200200
Analysis:Analysis:Analysis:Analysis:
20202020
100100100100
2 02 02 02 0AB
10101010CD
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 22 of 41
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
Results:Results:Results:Results:1. Velocity Gain = Time to deliver the whole project in Large LotsLarge LotsLarge LotsLarge Lots
Time to deliver the whole project in Small LotsSmall LotsSmall LotsSmall Lots
2. Risk Factor = Time to deliver the first requirement in Small LotsSmall LotsSmall LotsSmall Lots
Time to deliver the first requirement in Large LotsLarge LotsLarge LotsLarge Lots
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
AnalysisAnalysisAnalysisAnalysis DesignDesignDesignDesign ProgrammingProgrammingProgrammingProgramming TestingTestingTestingTesting
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
AnalysisAnalysisAnalysisAnalysis
DesignDesignDesignDesign
ProgrammingProgrammingProgrammingProgramming
TestingTestingTestingTesting
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
Velocity Gain = 40 / 13 = 3,0Risk Factor = 4 / 40 = 10%
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 23 of 41
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Who have decided to keep your team too slow?
2. Why has your team agreed with that?
3. What is that stops your team to change this situation?
4. Do delivery and time really matter to your managers?
5. Are your customers really worried about risks?
6. Why do you keep a high risk behavior?
7. How do you call a person that doesn’t matter with the things of the others?
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 24 of 41
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
In fact, you've been a WASTER that almost
never took into account customer schedules and
risks!!!!
In fact, you've been a WASTER that almost
never took into account customer schedules and
risks!!!!
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 25 of 41
Dependent EventsDependent EventsDependent EventsDependent Eventsxxxx
ProductivityProductivityProductivityProductivity
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 26 of 41
Game GoalGame GoalGame GoalGame Goal
Deliver to the Customer 40 software requirementsin 10 iterations affected by an unbalanced production(real life simulation).Comment:This game is based on Eliyahu M. Goldratt´s book “The GoalThe GoalThe GoalThe Goal”.
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Team SetupTeam SetupTeam SetupTeam Setup
Analyst Designer Programmer Tester Customer
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 27 of 41
Procedure:Procedure:Procedure:Procedure:
1. Each software requirement is represented by a label;
2. Each team member can produce1 to 6 requirements per iteration;
3. A die will be used to determine each member capacity through the iterations;
4. Each member will deliver to the next team member the amount of requirements his or her capacity (die) and inventory permit during the iteration;
5. Customer records individual capacities (die values) for each iteration.
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
3333 2222 4444 11114444 2222 5555 44441111 5555 4444 66665555 2222 4444 11116666 3333 2222 33333333 1111 3333 11112222 2222 4444 11115555 1111 6666 55555555 6666 4444 11111111 2222 2222 4444
2222
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 28 of 41
1 2 3 4 5 6
1/6 1/6 1/6 1/6 1/6 1/6
Mean = 3,5
Probability Distributionfor Individual Capacities
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Notes:Notes:Notes:Notes:
�Minimum Capacity: 1
�Maximum Capacity: 6
�Mean Capacity: 3,5
� Team GoalTeam GoalTeam GoalTeam Goal
To deliver 35 requirementsin 10 iterations!!!
� Individual BonusIndividual BonusIndividual BonusIndividual Bonus
Productivity – 3,5
� Profit DistributionProfit DistributionProfit DistributionProfit Distribution
Only for people withpositive total bonuses!!!
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 29 of 41
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 30 of 41
Results:Results:Results:Results:
“Statistical fluctuations from dependent events lead to the performance of the system becoming worse than the average capacity of the constraint.”
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 31 of 41
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Do your managers use mean capacity to make their plans?
2. Why doesn’t your team deliver at least the mean?
3. Where is the bottleneck of your team?
4. What is that stops your team to balance the whole process?
5. Have you ever thought about being faster going slow?
6. How can you deliver 40 requirements in 10 iterations?
7. How can you justify keeping specialized jobs?
8. How do you call a person that doesn’t matter with the others?
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 32 of 41
Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events
In fact, you’ve been an INDIVIDUALIST that almost never took into account your team or company results!!!!
In fact, you’ve been an INDIVIDUALIST that almost never took into account your team or company results!!!!
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 33 of 41
Product BacklogProduct BacklogProduct BacklogProduct Backlogxxxx
Team VelocityTeam VelocityTeam VelocityTeam Velocity
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 34 of 41
Developer Testing tools I can guarantee the quality of things I produce
Write and run automated unit and integration tests 1
HusbandTo give more attention to my wife I will make her happy At least 8 hours a week in
activities with her
Game GoalGame GoalGame GoalGame Goal
Deliver a list of 10 improvement suggestions for your work environment or personal life using an User Story template.
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 35 of 41
Procedure:Procedure:Procedure:Procedure:
1. The work will be done in 5 iterations of 2 minutes each;
2. The facilitator will conduct the activity controlling the starting time and the finishing time;
3. When you hear STOP!STOP!STOP!STOP!, don’t try to finish any job;
4. A representative ofeach group willregister the teamproduction results;
5. Tell your team resultsto the facilitator andanalyze the data at theend of the game.
1111 11112222 11111111 00002222 00000000 11116666 3333
1111 0000
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 36 of 41
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
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Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Has every team member showed the same productivity?
2. Why the whole team was unproductive in the beginning?
3. Do you think the cadence has contributed with something?
4. Do your managers really know their teams capacity?
5. Can you better negotiate time and scope with statistical information?
6. What is that stops your team to measure its capacity?
7. How do you call a group of well known people that work together to achieve a common goal for their lives?
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The Brazilian men's national volleyball team.
In fact, we are a TEAM and our global results are more predictable
than our individual results!!!!
In fact, we are a TEAM and our global results are more predictable
than our individual results!!!!
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
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ConclusionsConclusionsConclusionsConclusions
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ConclusionsConclusionsConclusionsConclusions
1. Metaphorical games are useful to promote cultural changes but cannot be effective if their facilitators don’t understand the meaning of a meta language when running those games;
2. NLP Logical Levels can be an effective model to guide coaches during the transformation process and game execution, mainly when associated with mathematical language;
3. Statistical analysis is a must to challenge logical and pragmatic minds, typical of IT professionals;
4. Challenging beliefs, values, mission and identity is the most difficult part of changing a team or an organizational culture, but it is the most effective way to promote a change in a behavior and an environment.
Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 41 of 41
Thank you very much!Thank you very much!Thank you very much!Thank you very much!For more information, contact us.
Luiz ClLuiz ClLuiz ClLuiz Clááááudio Parzianelloudio Parzianelloudio Parzianelloudio [email protected]
Rafael Rafael Rafael Rafael PrikladnickiPrikladnickiPrikladnickiPrikladnickirafael.prikladnicki@pucrs.br