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RADICALCOLLABORATION www.radicalcollaboration.com

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Slides from the Radical Collaboration deep dive facilitated by Bob Sarni and Ludo Hof at the 2010 Amsterdam Scrum Gatherig

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Page 1: Radical Collaboration

RADICALCOLLABORATION

www.radicalcollaboration.com

Page 2: Radical Collaboration
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Eggs per Hen House

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Percent Mortality

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The Moral of this story is….

Red Zone

Environments

Produce:

Green Zone

Environments

Produce:

Red Zone

Behavior

More Eggs &

Lower Mortality

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Red Zone – Green Zone

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5 Essential Skills for Building Collaborative Environments and Relationships

1

2

3

4

5

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Five Essential Skills for Collaborative Relationships

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Five Essential Skills for Collaborative Relationships

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Adversarial relationships reduced from 70% to 1%

University of California, Berkeley Research Results

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High trust relationships increased from 10% to 62%

University of California, Berkeley Research Results

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0%

10%

20%

30%

40%

50%

60%

70%

80%

Before After

Strongly Disagree Neutral Strongly Agree

Effective communication is increased from 6% to 71%

University of California, Berkeley Research Results

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State of California Research

Page 14: Radical Collaboration

Increases in Effectiveness

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Adversarial attitude – Red Zone

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Thumb Wrestling

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Collaborative attitude - Green Zone

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Thumb Wrestling

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Thumb wrestling as a metaphor

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21

Inner Side Outer Side

Personal values & Integrity• Who are we individually?

• Self-identity / Attitude & Intention

• Self Awareness / Intellectual capability

• Resilience/Character/ Values/ Motivation

Interpersonal connection& Trust

• How do we treat each other?

• Community / Communication

• Rules of engagement

• Contribution / Ethics

• Shared Purpose

• Shared Meaning

• Shared Vision

Surface behavior & Interaction• What do we do?

• Product / Service / Task

• Measurable results

• Technology / Information

Systems & Processes

• How do we organize?

• Business systems / Procedures

• Policies

• Networks

• Reporting structures

• Decision making methods

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23

Levels of ListeningListening

Not Listening

Example

Pretending to Listen

Level

1

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Exercise: Not Listening

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25

Levels of ListeningListening

Not Listening

Example

Pretending to Listen

Sending the Message: “You Are Wrong”

Level

1

2

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26

Levels of ListeningListening

Not Listening

Example

Pretending to Listen

Sending the Message: “You Are Wrong”

Kidnapping the Speakers Message

(tell them how it should be)

Level

1

2

3

Page 26: Radical Collaboration

Exercise: Not Listening

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28

Levels of ListeningListening

Not Listening

Real Listening

Example

Pretending to Listen

Sending the Message: “You Are Wrong”

Kidnapping the Speakers Message

(tell them how it should be)

Creating a Safe Environment

(This is what I hear you say; tell me more)

Helping the Speaker Feel Understood.

(Summarize and feedback on words and feeling).

Level

1

2

3

4

5

Page 28: Radical Collaboration

29

Levels of ListeningListening

Not Listening

Real Listening

Example

Pretending to Listen

Sending the Message: “You Are Wrong”

Kidnapping the Speakers Message

(tell them how it should be)

Creating a Safe Environment

(This is what I hear you say; tell me more)

Helping the Speaker Feel Understood.

(Summarize and feedback on words and feeling).

Level

1

2

3

4

5

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Exercise: Real Listening

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Premise:

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Defenses are:

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Conflict Lifeline

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Conflict Lifeline

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38

Guidelines for sharing Conflict life-line

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When you get defensive:

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Signs of defensiveness (Page 19)

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Defensiveness Action Plan

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FIRO Theory

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Truth Telling Tools

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5 Essential Skills for Building Collaborative Environments and Relationships

1

2

3

4

5

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Interest-Based Problem Solving

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Set Tone and Discuss Process

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Problem Statement

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Interests

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Cultural Differences in Labor-Management Relationship

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Contingency Plan

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Options – Solutions

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Closure – Agreement

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5 Essential Skills for Building Collaborative Environments and Relationships

1

2

3

4

5

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Backup sheets

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TLT Collaborative Skills Climate Survey™

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Measurement Dimensions

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The presenters

Bob Sarni

Bob is the Vice President of Enterprise Coaching at RippleRock, LLC (www.ripple-rock.com).

He is an Agile Organizational Change Coach and Mentor with over 20 years of deep experience utilizing project, product,

program, and portfolio management to help organizations realize maximum value on their investments by leveraging

agile methods and practices and self-organizing teams for product development. His expertise is in guiding enterprise

transition and implementation of agile values and principles. Bob is also a Certified Scrum Coach (CSC) and Certified

Scrum Trainer (CST). He can be reached at [email protected].

Ludo Hof

Ludo is one of the co-founders of Always a Choice (www.alwaysachoice.nl) , the partner for distribution

of The Human Element® and Radical Collaboration® materials in Netherlands, Belgium and Luxemburg.

Ludo has a background in business administration, logistics and information management. He combines

the activities in the training area with leading large international IT projects as an independent project

manager. As a project manager he successfully lead more than 40 large ERP implementations and roll-

outs in different parts of the world. He loves to incorporate his training skills in the way he leads his

projects and on the other hand loves to bring his brought business experience into the training area.

Ludo is one of the master trainers in the Radical Collaboration® .

He can be reached at [email protected]