agile leaders

Licensed under Creative Commons, 2010, Raj Mudhar - rajile.com

Agile LeadersRaj Mudharhttp://rajile.com

Monday, August 16, 2010

http://rajile.com

http://rajile.com


AttributionThis slide deck is adapted from the work of Catherine Louis, Cll-Group.com. A grateful thanks to her for this material, and her permission to use it! The original presentation is here: http://www.slideshare.net/jujucath/shaping-behaviors-agile-carolinas

B.F. Skinner, I. Pavlov, & C. Lloyd Morgan


http://www.slideshare.net/jujucath/shaping-behaviors-agile-carolinas







Re-UseYou may freely re-use this presentation and workshop material under the following conditions:

Provide attribution to the author(s).

Follow Creative Commons Licensing Rules.

Thank you!



A Note on Learning

Tactile / Kinaesthetic Visual

Auditory

The content of this workshop attempts to touch all three



Why?Monday, August 16, 2010


Because...

Learn from each other

Change the culture

Make the workplace better for everyone

Adopt Servant Leadership



About you...Who are you?

Why are you here?

What do you want to get out of this workshop?

What else would you like to know about your colleagues?



IntroductionMonday, August 16, 2010


C. Lloyd MorganWas a British psychologist. He is best remembered for the

experimental approach to animal psychology now

known as "Morgan's canon".As a specialised form of

Occam's razor, Morgan's canon played a critical role in the growth of behaviourism in twentieth century academic

psychology.

http://en.wikipedia.org/wiki/C._Lloyd_Morgan


http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/Psychology

http://en.wikipedia.org/wiki/Psychology

http://en.wikipedia.org/wiki/Morgan%27s_canon

http://en.wikipedia.org/wiki/Morgan%27s_canon

http://en.wikipedia.org/wiki/Occam%27s_razor

http://en.wikipedia.org/wiki/Occam%27s_razor

http://en.wikipedia.org/wiki/Behaviourism

http://en.wikipedia.org/wiki/Behaviourism




Morgan’s Canon“In no case is an animal activity to be

interpreted in terms of higher psychological processes, if it can be fairly

interpreted in terms of processes which stand lower in the scale of psychological

evolution and development.”

- C. Lloyd Morgan, British psychologist -1890



Horses“They start nickering knowing that they are going to be fed!”

What’s really happening?

Enter the barn, pull feed, mix up the beet pulp... the sound of the containers opening, etc.

Cues tell you something is going to happen



Ivan PavlovEstablished the basic laws for

the establishment and extinction of what he called "conditional reflexes" — i.e.,

reflex responses, like salivation, that only occurred

conditionally upon specific previous experiences of the

animalThe phrase "Pavlov's dog" is

often used to describe someone who merely reacts to a situation

rather than using critical thinking. http://en.wikipedia.org/wiki/Ivan_Pavlov


http://en.wikipedia.org/wiki/Ivan_Pavlov

http://en.wikipedia.org/wiki/Ivan_Pavlov


Example - neutral stimuli

Horses know it’s time for turnout.

The gate chain rattles

Barn doors open

Lead shanks and halters are pulled from the hook...

They start to shuffle, ears perk up



Exercise5 minutes

Discuss / list examples of Morgan’s Cannon in the workplace. (Any leadership examples?)

Discuss / list examples of Pavlov’s neutral stimuli in the workplace. (Any leadership examples?)



Good LeadershipMonday, August 16, 2010


Exercise

5 minutes

Think of the best leader you ever had.

Write down examples of what this good leader did. One example per sticky note.



Burrhus Frederic Skinner

Invented an Operant Conditioning Chamber whose purpose was to administer a curriculum of programmed instruction. It housed a list of questions, and a mechanism through which the learner could respond to each question. Upon delivering a correct answer, the learner would be rewarded.

http://en.wikipedia.org/wiki/Bf_skinner


http://en.wikipedia.org/wiki/Programmed_instruction







Operant ConditioningForms an association between behaviour and consequence.

Model assumes four possible consequences of behaviour:

Something Good can start or be presented;

Something Good can end or be taken away;

Something Bad can start or be presented;

Something Bad can end or be taken away.



+

-

Added (positive) Removed (negative)

Something I like is

taken away.

Something I don’t

like is taken away.I’m given more of

what I don’t like.

I’m given more of

what I like.



Bad LeadershipMonday, August 16, 2010


Exercise

5 minutes

Think about the worst leader you ever had.

Write down examples of what this bad leader did. One example per sticky note.



Exercise

10 minutes

Take the examples you have and plot them in the 4 quadrants

Readout from each team after the exercise!



Servant LeadershipMonday, August 16, 2010


Servant Leaders you may know



Ernest ShackletonAntarctic explorer lost his

ship, the Endurance, in pack ice, (1915) in the Weddell Sea and over 6 months, led every

one of his 27 men back to safety



It takes character and courage to be a Servant Leader



“People are the heart and spirit of all that counts.”-- Max DePree, author and founder of Herman Miller Office Furniture

“Leadership is about people and the intricate relationships between them.”

-- Chuck Ferguson, Indomitable Spirit: Life Changing Lessons in Leadership

“Being a leader changes everything. Before you are a leader, success is all about you. Nothing you do anymore as an individual matters except how youincrease their self-confidence. Put another way: Your success as a leader will come not from what you do but from the reflected glory of your team.”

--Jack Welch, former CEO of General Electric



"The servant-leader is servant first... Becoming a servant-leader begins with the natural feeling that one wants to serve,

to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader

first...

The difference manifests itself in the care taken by the servant first to make sure that other people's highest priority

needs are being served. The best test, and the most difficult to administer, is this: Do those served grow as persons? Do they,

while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"

Robert K. Greenleaf



Principles of Servant Leadership

Servant leaders value people and relationships.Respecting, serving, communicating and forgiving is how we show people we value them.

Servant leaders use their personal influence.Choosing to influence through character and integrity is more successful than influencing with power and control.

Servant leaders recognize that each person has a purpose and a passion.Recognizing and tapping into each person’s unique experiences, gifts and abilities empowers them to add their value.

Servant leaders understand the importance of creating a work environment and culture that is founded on trust.

Creating an atmosphere of “we” as opposed to “me” gives people greater significance and voice because they play a meaningful role in something larger than themselves.

Source: Marshall Christensen Foundation



Principles of Servant Leadership

Servant leaders bring change and innovation.Creating an environment where change and innovation is encouraged and rewarded improves the team, the product, the process, and how we serve customers and one another.

Servant leaders model leadership and service to employees and customers.

Modeling service teaches employees how to serve each other and our customers.

Servant leaders mentor others who can replace them as leaders.Giving away power and responsibility to those who can lead creates the next generation of servant leaders.

Source: Marshall Christensen Foundation



Exercise10 minutesPut a star (*) on each example that models Servant LeadershipWrite down a) how you behaved like a Servant Leader during this workshop and b) How would you have behaved knowing what you know now.



RetrospectiveMonday, August 16, 2010


How was this experience?

What did you like about it?

What did you not like about it?

How can we make it better?



Parting shot

What we look for in great leaders are the same things we look for in ourselves.

Be the change you want to see in others! (Gandhi)

How will you behave differently from now on?


agile leaders

Business

raj mudhar rajile

agile leaders raj mudhar

leadership examples

morgans canon

good leadership

lloyd morganwas

workshop material

british psychologist