Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à An Integral Approach to Agile Coaching
Similaire à An Integral Approach to Agile Coaching (20)
Dernier
Dernier (18)
An Integral Approach to Agile Coaching
- 1. An Integral Approach to Agile Coaching Francesco Pratolongo
- 3. Photo by Emily Morter on Unsplash Why Agile?
- 4. What is Agile? Simon Powers
- 7. Values Agile Manifesto Trust Psychological Safety Scrum, XP Diversity & Inclusion
- 8. Mindset
- 9. Mindset “The set of attitudes supporting an agile working environment” “There’s no failure, only feedback” “The differentiator between doing Agile and being Agile” “What moves teams to high-performing”
- 11. Embrace the Mindset Photo by Tim Mossholder on Unsplash
- 12. Point to the Destination Photo by William on Unsplash
- 13. The Integral Agile Framework
- 14. Coaching Agile Teams Lyssa Adkins Michael Spayd
- 15. Why an Integral View?
- 16. An Integral Approach Integral Theory “I” “WE” “ITS” “IT” Emotions, Memories, Perceptions Material body, Measurable Behaviours, Competences Shared Values, Meanings, Languages, Cultural Background Systems, Network, Government, Natural Environment Interior Exterior IndividualCollective
- 17. The Framework Human Systems Agility Business Agility Agile Transformation
- 18. The Framework Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices “I” “IT” “WE” “ITS”
- 19. The Quadrants
- 24. How Does It Help?
- 25. It’s a Mirror “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 26. It’s a Magnifier “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 27. Applied to a Team
- 28. Designing a Team Kick-off
- 29. Team Kick-off - “I” Quadrant •Icebreaker •What Motivates Me •Journey Line “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 30. Team Kick-off - “I” Quadrant •Journey Line
- 31. Team Kick-off - “WE” Quadrant •Product Vision •Mission Statement •Working Agreements “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 32. Team Kick-off - “IT” Quadrant •What do we expect from each other? •Standards & Good Practices •Tools: to communicate & to radiate information “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 33. Team Kick-off - “ITS” Quadrant •Company strategy •Working Environment •Technological Constraints “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 34. It’s a Toolkit
- 35. Team Kick-off The Introverts “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 36. Team Kick-off “Dog-eat-dog” “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 37. Applied to the Organisation
- 39. Squadification - “I” Quadrant •Leadership model: •Servant Leadership •Manager as a Coach “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 40. Squadification - “WE” Quadrant •Company Culture: •Learning Organisation “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 41. Squadification - “IT” Quadrant •Competences •Career Path “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 42. Squadification - “ITS” Quadrant •Organisational Structure: •Constraints •Supplier Engagement “WE” “ITS” “IT”“I” Human Systems Agility Business Agility Integral Agile Framework Individual Relationships Environment Practices
- 43. Conclusions
- 44. Photo by Zach Lucero on Unsplash
- 45. Thank you!
Notes de l'éditeur
- Perchè Agile? Perchè ci imbarchiamo in un’impresa tanto complessa e rischiosa? Chi ce lo fa fare?
- E cos’è Agile? Simon Powers vede Agile un po’ come una cipolla, una struttura a strati. Vediamo questi strati più in dettaglio
- Agile Manifesto (4 values) Scrum (Courage, Focus, Commitment, Respect, Openness) XP (Communication, Simplicity, Feedback, Courage, Respect) Trust, Psychological Safety, Diversity & Inclusion
- Come definiamo il Mindset Agile? Che cos’è secondo voi il mindset Agile? “An agile mindset is the set of attitudes supporting an agile working environment” "There is no failure, only feedback.” “The differentiator between doing Agile and being Agile” “What moves teams to high-performing”
- Come definiamo il Mindset Agile? Che cos’è secondo voi il mindset Agile? “An agile mindset is the set of attitudes supporting an agile working environment” "There is no failure, only feedback.” “The differentiator between doing Agile and being Agile” “What moves teams to high-performing”
- Definition of Ready per il Coach: avere un mindset agile. Il coach deve ambire non solo a conoscere le pratiche e saperle insegnare, ma a fare propri i principi e i valori che ci stanno dietro
- Puntare l’organizzazione verso la destinazione: Agile Mindset. Far comprendere come tools e pratiche son un passo essenziale ma iniziale verso il percorso di vera business agility
- Agile transformation is therefore a lot more than the simple adoption of tools and practices, it entails a shift in not only how we do things but also how we behave as individuals and how we collaborate with each other in teams and teams of teams. As Agile Coaches, we therefore need an holistic view of the journey we’ll take the organization on. That view will have to take into consideration certainly the business side but we can’t forget the human aspects of a transformation.
- I: the inside of the individual WE: the inside of the collective IT: the outside of the individual We: the outside of the collective
- Which quadrant do you belong to?
- It’s a tool to understand my strengths and weaknesses as a coach: I know which quadrant(s) is more natural to me I realise which competencies I need to develop further But also a tool that helps avoid biases when engaging a team or an organisation
- It’s a tool to understand my strengths and weaknesses as a coach: I know which quadrant(s) is more natural to me I realise which competencies I need to develop further But also a tool that helps avoid biases when engaging a team or an organisation
- TODO
- TODO
- TODO
- Questions?