The Hitch Hiker's Guide to Agile Coaching ========================================= by The agile42 Coaches, 2017 5D Model p56-60 --------------- A way of talking about ambitious goals: 1. Define the topic * Use a "transforming question" instead of a "problem-solving question", e.g. "How do we create dedicated meetings that help us realize the improvements we set as a goal" instead of "How do we prevent our meetings from being so boring and unimportant?" 2. Discover -- explore past experience, focusing on success 3. Dream -- discuss the ideal situation to strive for * Park Bench and Fish Bowl exercises suggested 4. Design -- define the approach of getting the Dream 5. Deliver -- define actions and plans Park Bench Exercise ------------------- (mentioned but not explained, looked up on web, looks like it may have come from "Agile Retrospectives" book) Set up 5 chairs in the middle of the room. Rules are that at any time one chair must be empty. Only people seated on the "bench" are allowed to talk. Anyone standing can sit in an empty chair. If all 5 chairs are full, someone has to leave the bench. Can be used for retros, or for summary of day... all depends on what the collected topics are for the park bench. For retros, facilitator can start by being the first person to talk on the bench and set the topic / tone. Fish Bowl Exercise ------------------ (mentioned but not explained, looked up on web) Similar to the park bench. There is a seating area in the middle where the conversation occurs, the "fish bowl". Everyone else watches the conversation. Only have to facilitate the smaller conversation inside. Suggested use is for hotter topics -- easier to facilitate a portion of the group. Market of Skills ---------------- (mentioned but not explained, looked up on web, original was from Lyssa Adkins's book "Coaching Agile Teams") Each person draws a "market stall" on a poster. Above the counter is where you note your skills relevant to the project / team. Under the counter are "hidden" skills that might help but aren't obvious to your current role / environment. Use a different colour of post-it note to note things you'd like to pick up but don't have. All the posters are put up on the walls and team members present their market stall to the team, or do bell-ringer still rotations if there are multiple teams. Tuckman and Katzenbach/Smith p68-74 ----------------------------------- Book discusses Tuckman model of forming / storming / norming / performing. Augments this with the Katzenbach / Smith model of: * Working Group * Pseudo-team * Potential Team * Real Team * High performing team Force Field Analysis -------------------- (mentioned but not explained, looked up on web Break into groups of 3-4. On a given topic, each group comes up with two lists: driving factors and restraining factors. Best to have the groups come up with first one list, have a timer go off, then the other list. Merge topics by going from group to group and having them pick one thing from each list to consolidate. Keep going around the room until it feels like most things are covered. Brain storm on how to increase drivers and decrease restraining factors Predictability p122 ------------------- On discussion of the SCARF model of social networks (Status, Certainty, Autonomy, Relatedness, Fairness): > Because the mere _ perception _ of predicatability is what counts, people > are happy to believe in project plans even if they rationally know that the > software project failure rate is immense. Perception of Choice p127 ------------------------- Giving a team a choice makes them feel empowered, even if both choices are hard / bad. The example given is when the blood drive people ask you which arm -- it isn't whether or not you want to get stabbed with a needle, but where.