well-begun is half-way done · driven (fairness, community, equality of all perspectives focus on...
TRANSCRIPT
ScrumGathering2016–Orlando,FLMichaelK.Spayd
Well-begun is Half-way Done How an Integral Organization Assessment Sets the Stage Properly
TalkOutline2
WhatWe’reDoing• Purpose• ChangeIniFaFonProcess
IntegralAgileTransforma5onFramework• Quadrants&AlFtudes
HowtoLook• ModalityTypes• Advantages&Disadvantages• Examples
WheretoLook• Leadership&Engagement• Processes&Competencies• Culture&RelaFonships• OrganizaFonArchitecture&Structure
WhattoConclude• DeterminingOrganizaFonalReadiness• TheFeedbackMeeFng• TheChangePlan
© 2016 Michael K Spayd
ThePurposeofanOrganiza5onalAssessment
Todiscover:• Currentstatusofkeydimensionsof“focal”organizaFon• Whowantsthesedimensionstochange,inwhatway,
andwhy?• HowreadyistheorganizaFonalsystemforsuchachange
(enablersandhindrances)?
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© 2016 Michael K Spayd
IntegralOrganizaFonAssessment-Scope
• UnderstanddifferentaspectsoftheorganizaFon,suchas• individualmindsets(ingeneral,andre:Agile),• Thelevelofdevelopmentalmaturityofleadersandteams,• typeandcoherenceofculture,• qualityofpersonalrelaFonships,• adaptabilityandeffecFvenessofbusinessandtechnicalprocesses,• typeoforgstructure,thelevelofflowinproductdevelopmentanddeployment,etc.
• Determinethesystems’readinessforchange• Determinethetypeofchangewanted,bothbystakeholders
andbythesystemitself,andrelatedchangegoals• UnderstandorganizaFonalenablersandlandmineswillbe
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© 2016 Michael K Spayd
IniFaFngChange(AnODProcess)
UrgeforChange(BusinessCase)
WhoistheClient?
Organiza5onAssessment(Readiness)
FeedbackMee5ng
ChangePlan&ChangeTeam
CoachingAlliance/Contrac5ng
Systems Entry
& Change Initiation
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Starthere
© 2016 Michael K Spayd
WhatTypeofChangeisWanted?IsRealisFc?
IsthisaTransi5on?OrisitaTransforma5on?• TacFcalvs.Strategicchange• Process-driven
– AgileAmbiFon• Culture-driven• Leadership-driven(differentwayofthinking/managing)
© 2016 Michael K Spayd
TheFourKeyPerspec5ves
“I”thoughts,emoFons,statesofmind,intenFons,innerexperience
“WE”sharedvalues,meanings,language,relaFonships,culturalbackground
“ITS”systems,networks,technology,naturalenvironment
“IT”physicalbody(incl.brain),anythingwecansee/touchorobservescienFfically
Source: Ken Wilber
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FourOrganizaFonalAlFtudes(orValueCultures)
Achievement / Results-driven
( )
Pragmatic, success-oriented, complex logic Questions authority, get ahead, values freedom & achievement Innovation, Accountability, Meritocracy
Conformist / Role-driven
(Amber)
Awareness of social roles, following authority Absolute Truth (black & white), can see other’s expectations, dogmatic Long-term perspective, Consistent Process, Size & Stability (Hierarchy)
Pluralistic / Relationship-driven (
Fairness, community, equality of all perspectives Focus on justice for all, consensus, relationship over outcomes Empowerment, Values-driven culture, Multi-Stakeholder perspective
Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter
Evolutionary / Purpose-driven
(Teal)
Focus on inner integrity, sees systemically Dis-identifies with own ego, purpose-driven, authenticity Inner Rightness as Compass, Wisdom beyond Rationality
Implusive ( ) Power & dominance, heroism, avoidance of shame Separate ego, dominance vs submission, chiefdoms, illegal orgs
© 2016 Michael K Spayd
IntegralAgileTransformaFonFramework™AMeta-MapofOrganizaFons
Leadership&Engagement
Organiza5onalCulture&Rela5onships
Competencies,Products&Technologies
Organiza5onalArchitecture&Structure
BusinessAgility
HumanSystemsAgility
™
© 2016 Michael K Spayd
AssessmentModaliFes
• Interviews• QuesFonnaires/surveys• StructuredobservaFons–amountstoauserguideforthe
Observer• ExaminearFfacts(e.g.Bigvisibledisplays,teamcharters,user
stories,trackingtools,etc.)• Formalassessmentinstruments• Facilitatedgroupprocesses(forthechangeteamor
stakeholdergroups)
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© 2016 Michael K Spayd
Interviews
Advantages• Morepersonal• Richdata
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Disadvantages• TakealongFme• HardtoquanFtaFvelyanalyze
© 2016 Michael K Spayd
QuesFonnaires/Surveys15
Advantages• Reacheslargenumbersofpeople
• Easytoanalyze
Disadvantages• Difficulttoformulateinaneutralfashion
• BewaresurveyfaFgue
© 2016 Michael K Spayd
StructuredObservaFon/ExamineArFfacts16
Advantages• Examinestangibleoutputs
• Hardto“game”
Disadvantages• TakesalongFmetoperformasizablesample
© 2016 Michael K Spayd
FacilitatedGroupProcesses17
Advantages• Veryrich,emergentdata
• Powerfulengagementofgroups
Examples• OpenSpace• WorldCafé• SystemicConstellaFons• FocusGroups• DiagnosFcRetros• StakeholderAnalysis
Disadvantages• Timeconsumingtoprepareforandconduct
© 2016 Michael K Spayd
FormalAssessmentTools18
Advantages• ScienFficallyvalidated
• Precise,objecFveview
AreasCovered• OrganizaFonalCulture• LeadershipMaturity• TeamHealth/Maturity• TeamComposiFon• PersonalityType
Disadvantages• Requiretraining/cerFficaFon• RelaFvelyexpensiveand/orFmeconsumingtoadminister
© 2016 Michael K Spayd
StructuringanAssessment
• AssessmentGoals–purposeandscopeoftheassessment• Modali5es–whichmodaliFeswillbeused?• Protocols/Ques5ons–astructureforInterviews,
ObservaFonsandFacilitatedProcesses(whatwillbeasked/observed,providesconsistency)
• AssessmentTeam–who’sontheassessmentteam,withwhatroles?
• AssessmentResults–howwilltheybeused,howwillconfidenFalitybeprotected,whowillbebriefed,whowillmakedecisionsbasedontheresults,etc.
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©2014-2015 Michael K. Spayd
Leadership&Engagement(IQuadrant)
• Whattypeofleadershipdowehave?• WhatisthelevelofemoFonalintelligence(EQ)?• Howdomanager’sthinkabouttheirjob?• Howengagedareindividualsintheirjobs?
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© 2015 Agile Coaching Institute
LeadershipCircleProfiles
LOWEST PERFORMING HIGHEST PERFORMING
Bottom 10% Top 10%
©2014-2015 Michael K. Spayd
PracFces&Competencies(ITQuadrant)24
• TowhatextentdoweusetechnicalpracFces?• Dowemeasuretestcoverage?Doweautomatetests?• DowehavecollaboraFvepracFces&skills?• Doweusefacilitators?• Howdowedevelopproducts?Istheend-userinvolved?• Whatdowemeasure?• Howandwhatdowereward?
©2014-2015 Michael K. Spayd
Culture&RelaFonships(WEQuadrant)25
• Whatstyleofculturedowehave?(formal,friendly,rule-based,compeFFve,etc.)
• Whatisthe“complexitylevel”ofvaluesexpressedintheculture?
• Howdowerelatetoeachother?Withcompassion?WithcompeFFon?Withdisdain?
• Howdowedealwithconflict?CanweuseittoenhancerelaFonship?
©2014-2015 Agile Coaching Institute
AnAgileCulture?
Func5on Tradi5onal(Orange)Organiza5ons
Emerging(Teal)Organiza5ons
ORGANIZATION Hierarchical pyramid Self-organizing teams; coaches with no mgmt authority
PROJECTS Heavy project management methods
No project mgrs; people self-staff projects
RECRUITMENT Interviews by HR, matches job description
Interviews by future team members
JOBS Needs own description & title No job titles; fluid, granular roles
PERFORMANCEMANAGEMENT
Focus on individual performance; appraisal by supervisor
Focus on team performance; peer appraisals
PROMOTIONS Jockeying for position, politics
No promotion, roles fluidly rearranged with peer agreement
©2014MichaelK.Spayd FredericLaloux,Reinven&ngOrganiza&ons
AdaptedfromReinven&ngOrganiza&ons,byFredericLaloux
©2014-2015 Michael K. Spayd
OrganizaFonArchitecture(ITSQuadrant)27
• Whattypeofstructuredowehave?• HowflexibleisittochangingcondiFons?• Howdobusinessprocessesflow?DofuncFonalorganizaFons
impedeworkflow?• HowdoourperformancemanagementpracFcesimpact
individualsandteams?
© 2016 Michael K Spayd
AnExampleofanIntegralAssessment
• Leadership&Engagement– MindsetInterviews(teammembers,leaders,alllevels)– FormalLeadershipassessment(TLC)
• Prac5ces&Competencies– StructuredobservaFonofteamceremonies+follow-upinterviews– StructuredobservaFonofteamarFfacts+follow-upinterviews– InterviewsofTechteamandBusinessteammembers
• Culture&Rela5onships– StructuredobservaFonofmanagementmeeFngs+teammeeFngs– FacilitatearetrospecFve– Shadowaleader– Formalcultureassessment
• Organiza5onArchitecture– ProjectSystemDependencymap– InformalValuestreammapping– OrgChartreview
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© 2016 Michael K Spayd
TheFeedbackMeeFng
• Who?–stakeholdersfromdifferentareasandlevelsinorg• Whatdidwefind?–areweready?
– sensiFvityoffindings• What’sNext?–thechangeplanandhowtoproceed
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© 2016 Michael K Spayd
Output:TheChangePlan
• ChangeGoals&TypeofChange–tacFcalvs.transformaFon• DeploymentStrategy–pilot&expandvs.bigbang• ChangeTeam–execsponsor,team/areareps,change
champions,changecatalyst• BusinessMeasuresofSuccess–beyond#ofpeopletrained
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© 2016 Michael K Spayd
TheTaoofSystemsEntry
Ask…WhowantsWhat,andWhy?
Thendetermine…-HowMuchwilltheWhattake?-aretheWhotrulywilling?-anddoestheirWhyjusFfyallthis?
Finallydecide…-cantheWhatactuallybedone,giventheirWhoandHowMuch?-istheirWhyagoodmatchforyourWhy?
Else:run…
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© 2016 Michael K Spayd
from Coaching the Agile
Enterprise: AHandbookfor
EmergingTransformaFonLeaders,ChangeArFstsandBenevolentTrouble-Makers
©2011-15MichaelK.Spayd
© 2016 Michael K Spayd
WhattodoifYouare“Internal”
• Morethananyone,itwillhelpyoutohaveclearworkingagreements(“consulFngcontracts”)
• Givesthepeopleyouareworkingwithacontextforthediscussionsyouwanttohave
• ReferencetheuseofcontractsinODwork,andcompareAgiletransformaFontothattypeofthinking
• Thinkthroughclearlywhatyouwantandneed,innon-emoFonalterms
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