Have you noticed your organization becoming so focused on building a happy, engaged workforce that your leaders are becoming profoundly conflict-avoidant? I see examples of this all the time. One clue that your team is avoiding conflict is if the least bit of discomfort in a meeting causes someone to suggest that you “take it offline.” This, of course, triggers the meeting-after-the-meeting phenomenon — another hallmark of a conflict-avoidant culture.
You can normalize productive conflict on your team by using an exercise to map out the unique value of each role and the tensions that should exist among them. Here’s how. Draw a circle and divide that circle into enough wedges to represent each role on your team. For each role, ask:
1) What is the unique value of this role on this team? What should this person be paying attention to that no one else is? What would we miss if this role wasn’t here?
2) On which stakeholders is this role focused? Whom does it serve? Who defines success?
3) What is the most common tension this role puts on team discussions? What one thing does the person in this role have to say that frequently makes others bristle?
The purpose of Improv Prototyping is to re-enact a challenging scenario faced by a group or an individual and work together to devise different behavioural strategies and interventions by acting it out. The twist that this structure brings is that the person who introduced the scenario becomes the ‘director’, while the others become the ‘actors’. This allows the director to playfully experiment with strategies, behaviours and interventions.
Hoe ziet een Agile Release Train (ART) er eigenlijk uit, en wat is een ART als je het hebt over SAFe? De stappen die de Agile Scrum Group beschrijven vertellen je wat een Agile Release Train is en wat er nodig is om een ART op stoom te brengen.
Hoe start je met een Agile Release Train?
Train je Agile leiders
Value Stream Maps en de eerste ART
Set-up van de ART en de teams
De belangrijkste rollen binnen de ART
Opzetten van de Backlog
Opleiden van de teams
Uitvoeren van de eerste PI
Op basis van een Inspect en Adapt workshop wordt het deelproduct uit de PI geëvalueerd
MindMeld is a microstructure still in development, which means it’s not yet part of the 33 in the LS menu, but it is a promising one in the works. MindMeld is a combination of forming Mindmaps by using the structure What, So What, Now What? (W3). Saskia Vermeer-Ooms has used W3 several times and she thinks it is a powerful structure to use when you need your audience to come up with concrete actions of a certain challenge. You do this by first taking two other steps in which you take the time to observe the data available before drawing conclusions and moving into action mode.