facilitation techniques for agile teams
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Facilitation Techniques for
Agile Teams
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Let’s Warm-up
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Team Facilitator?
- Know the right answer for all questions
- Judge opinion of others
- Evaluate group decisions
- Control the conversation
- Fight with bad opponents
- Take a side of good fellows
- Lead rescuing activities
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Team Facilitator?
- Invisible
- Professional
- Tactful
- Respectful
- Trustful
- Understandable
- Energizing
- Encouraging
- Open-minded
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Balance Discussion: Boost and Shape
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Agile Team Facilitator Behaviors
Treasure Agile Values
Follow Agile Principles
Master Facilitation Techniques
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Gathering Information
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BrainSwarming
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BrainSwarming on Practice
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Mindmapping
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Mindwriting
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Exploring Information
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Home and Away (World Café)
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Metaphor
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Six Thinking Hats
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Check-in
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Evaluating Information
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Voting Techniques
Thumb Up
Five-to-fist
Voting with dots
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Affinity Line
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Prioritization Matrix
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KANO Model
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Dealing with
Dysfunctional Behavior
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Group Dynamics
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Functional Behavior Patterns
Involvement during meetings
Giving constructive feedback
Asking powerful questions
Providing specific examples
Active listening
Sharing information
Respecting the speaker
Confirming understanding
Being loyal to different opinions
Encouraging collaboration
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Dysfunctional Behavior Patterns
Providing unrelated details
Expressing strong emotions
Ignoring other’s opinion
Using lot’s of unknown terms
Distracting participants
Playing blaming game
Excusing for all the time
Criticizing without recommendations
Complaining on everything
Whispering with neighbors
Making generalizations
Talking loudly
Sitting silently during all discussion
Withholding information
Expressing strong emotions
Stealing ideas of participants
Repeating same ideas
Trolling participants
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Stages of Dysfunctional Behavior
From: The Secrets of Facilitation by Michael Wilkinson
Physical attacking someone
Leaving the room in disgust
Verbal attack directed at participants
Negative comments directed at participant
Audible sights of displeasure
Negative physical reaction to discussing
Doing other work on session
Side conversations
Folding arms, facing door or window
Silence, lack of participation
Arriving late, leaving early
Se
ve
rity
of D
isru
ptio
n
Degree Of Dysfunction
As the degree of dysfunction increases,
the severity of disruption caused by the
dysfunction increases as well
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Game Time
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The Diagnosis-Intervention Cycle
Describe behavior and test for different views
Share interference and test for
different views
Help group to decide whether and
how to change behavior and test for different views
Observe Behavior
Infer Meaning
Decide whether, how and why to
intervene
Dia
gn
os
is S
tep
sIn
terv
en
tion
Ste
ps
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Intervention Strategies
Situation Intervention
The group don’t understand what
is expected from them
Repeat the purpose once again Explain the purpose in other
words and provide examples
Domination of a participant Stop the person Encourage others to speak up
Side conversations Ask to focus on the topic Ask to link it to the topic
Use of mobiles, laptops Ignore
Ask to stop using
Before the meeting together with
the group create ground rules
Late arrival of meeting
participants
Delay a meeting start to 5-10-15
min
Start on time
Start only when all members
arrive
Person repeating him/herself Tell him/her they you got it Use paraphrasing technique
Most of the group lost focus Ask them to be more attentive Make a brake
Participant discovered a new topic Ask him to come on track Ask him to link a new topic to the
main track
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Setting the Facilitation
Context
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Spiral Dynamics of Clare Graves
Dr. Clare Graves - professor of
psychology and originator of a
human development theory
A psychological theory holds that human beings exist at different ‘levels
of existence.’ At any given level, an individual exhibits the behavior and
values characteristic of people at that level
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Choosing the Level of Facilitation Intervention
Team Level Team Values Facilitation Style Trigger to New Level
Purple (tribalistic)
Stability, safety, security,
rituals, connection
Observation with minor intervention, calming,
caring, protective, assuring, based on associations
Threatening environment, need
to struggle for survival
Red(egocentric)
Individualism, power,
aggressiveness,
heroism, speed,
Demanding, enforcing, rewarding, paternalistic,
dominative, controlling, explaining benefits for the
individual
Need for a reason and
understanding that there is
“have” and “have not”
Blue (saint) Obedience, rules, piece,
order, security, structure
Serving, accommodating, willing to oblige,
explaining the rules, asking to follow the rules
Questioning of rules validity and
price, need for pleasure
Orange(materialistic)
Independence, success,
satisfaction, utilization
Metrics, arguments, analysis, scientism, setting a
goal, competitive, result oriented, consultative
Discomfort of being rejected,
need to be liked,
Green (personality)
Harmony, balance,
reflection, affiliation
Powerful questions, coaching and therapy
techniques, networking, participative, sharing
Need to give, to contribute, to
belong to
Yellow (cognitive)
Acceptance of changes,
dissimilarity, uncertainty
Providing freedom, encouraging creativity and
innovations,
Understanding of
interconnections?
Turquoise (Experientialist)
Holism, system,
consciousness,
Experimental, systemic, intuitive, eco-friendly,
strategic, global, transpersonal
? -> to Coral
Adopted from Clare Graves: “1974 Futurist” pp. 72-87
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