leadership skills for scaling agile

BY

CHANDAN LAL PATARY

AGILE LEADERSHIP SKILL FOR SCALING ORGANIZATIONAL TRANSFORMATION ROADMAP

Agile transformation at team level and then organizational level require significant leadership drive. Leadership teams are the behind scene who drives to achieve operational excellence and achieve organizational agility.

Below are the few factors which play critical rule in agile at scale. Agile at scale deals with multiple teams, cut across many departments, geographies, virtual boundaries, sometime shakes the whole organization systematically. It is challenging to transformation organization to achieve agility.

In absence of all these below skills scale agile will be a process implementation with very minimal success rate.

Any model we use, Large Scale Scrum (LeSS), Disciplined Agile Delivery (DAD), Scaled Agile Framework (SAFe). Spotify, Nexus etc. we will come across below Leadership skills to achieve agility.

Key factors from leadership team are expected are below

Systems Thinking Lean thinking Conflict resolution Effective Collaboration & Silos breaking Outstanding influencer Exceptional facilitation skills Cultural Awareness Persuasion Understanding power equation

I have list down all these points which influences to achieve scaling agile implementation at organization level and how we can improve all these skills. Various chapters will highlight few points discussing about all these skills.

8/7/2016 Emergent Leadership Manifesto | Chandan Lal Patary | Pulse | LinkedIn

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Emergent Leadership ManifestoPublished on June 4, 2016

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8/6/2016 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn

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Enterprise Agile Coaches areSystems ThinkerPublished on May 17, 2016

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The speed and complexity of the global business environment calls fora new appreciation of a systemsfocused view of the world, one thatrecognizes the interrelationships of people, processes, and decisions— and designs organizational actions accordingly.

Think about this system , interdependent cards. What will happenwhen one card lose its current position?

Referrence :http://media.indiedb.com/images/articles/1/200/199446/auto/houseof

http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg



cards.jpg

As a Enterprise Agile coach , he/she always has to think big fororganizational transformation. Systems thinking help to thinkefficiently.Think about scaling Agile at organization, coach will startthinking about Whole.End to End value chain.

How to discover "Systems of Systems"? and exhibiting leadershipskill when we are in such systems.Systems thinking isn’t just forsenior executives or engineers. Everyone who works within a system— including suppliers and line workers, designers, and marketers —should learn how the system works, develop their creativity, and applythat creativity to improve the system.

Systems are not easy to quantify, but we can map them.

Drawing systems maps will help leaders understand their existencedepends on being part of complex interdependent systems.

Systems Thinking?

http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg



Systems, like the human body, have parts, and the parts affect theperformance of the whole. All of the parts are interdependent.

The liver interacts with and affects other internal organs—the brain,heart, kidneys, etc.

You can study the parts singly, but because of the interactions, itdoesn’t make much practical sense to stop there.

Understanding of the system cannot depend on analysis alone. Thekey to understanding is, therefore, synthesis.

The concept of systems thinking was popularised by Peter Senge inhis book “The Fifth Discipline” where he describes system thinkingas:

“a discipline for seeing wholes. It is a framework forseeing interrelationships rather than things, for

seeing patterns of change rather than staticsnapshots.”



The systems approach is to:

• Identify a system. After all, not all things are systems. Some systemsare simple and predictable, while others are complex and dynamic.Most human social systems are the latter.

• Explain the behavior or properties of the whole system. This focuson the whole is the process of synthesis. Analysis looks into thingswhile synthesis looks out of things.

• Explain the behavior or properties of the thing to be explained interms of the role(s) or function(s) of the whole.



Referrence: http://www.seedsystems.net/clientuploads/Slide1.jpg

For enterprise transformation , use Systems Thinking, need tovisualize end to

end value chain to maximize the value.



Reference: http://image.slidesharecdn.com/usingrupasascalingframeworkforscrum12270585781554779/95/usingrupasascalingframeworkforscrum58728.jpg?cb=1227029990

In The Search for Leadership: An OrganisationalPerspective,WilliamTate, include the following:



Concentrate on the whole, and the interconnections between theparts.

Explain things in terms of the system’s overall purpose.

Focus on the system’s purpose ahead of its processes andprocedures.

Look out for things (synthesis) more than look into things(analysis).

Put seeing what is actually happening ahead of what needs tohappen.

Check what is going on in the organisation by personalexamination.

Don’t let shortterm pressures get in the way of understanding thesystem.

Build and make use of feedback loops.

Understand complex dynamics through patterns and feedback



loops rather than causeeffect links.

Facilitate and value emergence.

Be pulled by what the customer wants; hear the customer voice.

Understand demand and respond to it (avoid providersupplydominance)

Make continuous improvement the goal.

Encourage selfadaptation.

Consider all the players and actors, of which the organisation isone.

Be aware of natural oscillations.

Don’t isolate strategy makers/making from the front line.

Stimulate and seek organisational learning.

Embrace the edge of chaos.



Make the most of uncertainty.

Recognize the system as a source of waste.

8/6/2016 Lean Mindset TO Improve Business Efficiency | Chandan Lal Patary | Pulse | LinkedIn

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Lean Mindset TO ImproveBusiness EfficiencyPublished on June 10, 2016

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My Friend wants to start her own business. Looking for advice whereto start from, other than core competency, which she already has. Iprescribe her to start with Lean Thinking.

One Friend wants to start her coaching business and another one to start play home for small kids.

Lean Thinking?

Why Lean?

Several case studies— including Harman, Intuit, and GE Healthcare—show how the lean principles of Focus on Customers, EnergizeWorkers, Learn First, and Deliver Fast help companies developbreakthrough innovations before they get blindsided by someoneelse’s disruptive innovations.



Lean is a customer-focused approach thatconcentrates on providing value by eliminating

waste and increasing quality.

Lean is an approach that, when adopted, providesmany benefits.

Adapt Lean Mindset?

Adopting Lean mindset will be making the customer the center ofattention by capturing a person or organization’s specifications, orrequirements, and satisfying them using valueadded processes,operations, procedures, tools, and techniques deemed worthwhile bythe customer.



A mindset is a set of assumptions, methods, or notations held by oneor more people or groups of people that is so established that it createsa powerful incentive within these people or groups to continue toadopt or accept prior behaviors, choices, or tools Wikipedia

Need to change the mindset wherever applicable if it is not returningexpected result.

Top Part

Bottom part



“Lean is a mindset change”, when team members ,takes lean approachfor each tasks they executes , efficiency improves.



Every members has to think from organization business point of view,customer and stake holder point view. When all the members are working from looking the “big picture”point of view, automatically we achieve lean.

Lean emphasizes understanding and meeting customer requirementsas the basic purpose of a process/ business. There is no one except thecustomer, who can decide value for customer.



Start the journey with this concept and see the result.

Let us apply the same into Conference Business

Customer Discovery:

We have to create a list of participants, who they are? What they do?Why they want to participate at our conference? Can we satisfy most



of their need? What maximum service we should be providing so thatthey can keep coming to conference? All these questions has to bebrainstormed and answer appropriately. What type of topics,discussions, and events they would like to hear, talk and share?

Specify value:

Discuss with as many participants as possible what they value aboutsuch conference. Can we do something to maximize the value? Whatunique services we are providing regarding the customer valuegeneration?

Make value flow continuous:

Identify the value flow and ensure theme has been designed such away that there are minimum waste in the flow and maximum valuecomes. E.g. during Tea break some conference various posterpresentation stalls, where there are variety of option to talk, share,learn and have fun.

Pursue Perfection:



Have we done enough check about the topics presenters will present?Have we done enough research that these are the topics audiencewants to hear? At the end of the day, can we get wow participantssatisfaction through transparent feedback system?

Team:

Do I have empowered team to run the show? Can they coordinateefficiently to handle the whole event? Can I add some topics at lastmoment based on the customer needs and deliver as fast as possible?

Transparency:

Can I show the whole flow and last moment change if any? Participants need to visualize the whole flow and based on the lastmoment change if any, everything should be visible at display board?

Kaizen:

How can year on year I Build my expertise to run such events whereconference become more popular? My learning are adding value to the



next year conference. Customer input for improvement has been takencare, leanings are corrected and improved.

Innovation culture:

Organization culture is innovative, fun and best place to work. No fearof failure and team members are free to experiment ,learn andimprove? Teams are taking calculated risk and sharing learning fromeach other.

Use Kano model to plan the product delivery features or services.



My friend's business is doing good if not great with application ofLean Mindset.

8/7/2016 Building Enterprise Level Agility using Lean | Chandan Lal Patary | Pulse | LinkedIn

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Building Enterprise Level Agilityusing LeanPublished on October 7, 2015

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Originally, the agile methodologies evolved to fulfill the needs ofsmall flexible software teams.

The successful use of Agile Methods in largescale environmentsrequires a wider understanding of Agile Organizations and theirenabling factors, as well as the factors that prevent large companiesfrom achieving agility.

When scaling Agile Software Development in large organizations,many people search for support from Lean Thinking, i.e., from leanconcepts, practices, and understanding (Vilkki 2010).

Agile Methods are mostly characterized by a set of principles andpractices. Most people refer to these principles and practices when discussing howAgile Methods could be scaled, but these principles and practicesactually do not indicate how to scale Agile Software Development atEnterprise level.



Vidgen and Wang (2009) propose an Agile Organizing Frameworkconsisting of Enablers, Inhibitors, and Emergent Capabilities.They suggest threeAgile Principles, each one backed up by two agile team capabilities,as follows:

– Principle 1: matching coevolutionary change rate, backed up with: – coevolution of IT team and customer to create businessvalue, and – sustainable working with rhythm. – Principle 2: optimize selforganization, backed up with: – collective mindfulness, and – sharing and team learning. – Principle 3: synchronize exploitation and exploration, backed upwith: – process adaption and improvement, and – product innovation.

The 4P Model,which used to transform an organization , explains thatthe organization undergoing change must be able to develop andrestructure itself.This requires doubleloop learning,organization must



understand why the actors behind the process changes have reachedtheir list of measures that are needed.

Once we adopt 4p model organizational level transformation willhappen. Organization need to discover how to get Strategic Agility,Organizational Agility, People Agility, Tools Agility,Organizationalculture, and the Agility of the product that is built.4P model addressall the element in a organization.It covers all the agile values andPrinciples.



In largescale product development organizations it is important tohave a system wide view of the whole organization (Rand andEckfeld 2004).

As a Learning Organization an organization can learn from its bestpractices, and find new improved ways to stretch its agility evenfurther.

Lean consumption, relates to trade between the consumers and the providers and it consists of the following six principles (Womackand Jones, 2005):

Solve the customer’s problem completely by insuring that all thegoods and services work, and work together

Do not waste the customer’s time

Provide exactly what the customer wants

Provide what’s wanted exactly where it’s wanted



Provide what is wanted where it is wanted exactly when it iswanted

Continually aggregate solutions to reduce the customer’s time and

hassle.

Nightingale (2009) introduces seven principles related to Lean enterprise thinking:

Adopt a holistic approach to enterprise transformation

Identify relevant stakeholders and determine their valueproposition

Focus on enterprise effectiveness before efficiency

Address internal and external enterprise interdependencies

Ensure stability and flow both within and across the enterprise



Cultivate leadership to support and drive enterprise behaviors

Emphasize organizational learning.

In order to adopt Lean principles to software development,translations that take into account the nature of software engineering, have beensuggested as follows (Poppendieck and Poppendieck, 2007):

Eliminate waste

Build quality in

Create knowledge

Defer commitment

Deliver fast



Respect people

Optimize the whole

when we start changing the thinking process at all 4P levels , scalingwill start.Lean talks about agility at organization level, end to endcycle transformation.

Tagged in: lean thinking, lean management, agile methodologies

Chandan Lal PataryEnterprise Agile Coach at Société Générale209 posts

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8/6/2016 Changing Culture? How Can We Transform? | Chandan Lal Patary | Pulse | LinkedIn

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Changing Culture? How Can WeTransform?Published on February 17, 2016

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What is culture ? This is the definition Schein gives :

__________________________________________________

A pattern of shared basic assumptions learned by agroup as it solved its problems of external

adaptation and internal integration (…) A product ofjoint learning.

__________________________________________________



Schein divides what culture is about into three areas, of which the firstone is obvious (and well documented in the case of Scrum): “External Survival Issues • Mission, strategy, goals • Means: structure, systems, processes • Measurement: errordetection and correction systemsInternal Integration Issues • Common language and concepts • Group boundaries and identity • The nature of authority and relationships • Allocation of rewards and status Deeper Underlying Assumptions • Human relationships to nature • The nature of reality and truth • The nature of human nature • The nature of human relationships • The nature of time and space • The unknowable and uncontrollable” (Schein 2009, pp. 39–40)



As Edgar Schein and other management theorists have observed,organizational culture may be an abstraction, but it has powerfuleffects on the way organizations think and behave.



Indeed, having “the right kind of culture” – a culture that isappropriate to the kind of enterprise in which an organization isengaged – is widely acknowledged to be among the mostimportant determinants of how effective or successful the organizationwill be.

Noted psychologist Edgar Schein identified five primary mechanismsand five secondary mechanisms by which leaders change cultures.

Primary mechanisms These are the main ways by which leaders effect cultural changethrough their visible actions. Attention The values, beliefs, priorities, and so on of the leader appear in wherethey place their attention. Followers look at what the leader is lookingat and pay close attention to their emotions. When a leader getsparticularly passionate or annoyed, then followers assume that thesubject being attended to is important. Reactions to crises In a crisis, people's deeper values are exposed, for example whether



they go into selfpreservation mode or whether they gallantly seek tohelp others first. The higher level of emotion in crises also means thatwe will remember what happens then more than at other times. The result is that in a crisis, the leader's actions will be bothremembered and also taken to be a truer example of who they reallyare. Role modeling People listen to leaders, and they also watch carefully what they do.When there is a conflict between these, they will believe the leader'sactions before their words. People also assume the behavior of leadersis what is right and will hence emulate them. How leaders behave ishow their followers will tend to behave. Allocation of rewards Rewards, from praise to promotion, are assumed to reflect desiredbehavior as well as desired results. If a cultural change to morecollaborative behavior is desired and someone gets a bonus forachieving outstanding result but using selfish behavior, then it will beassumed that selfish behavior is OK. To change the culture, it wouldbe necessary for that person to be censured, not rewarded, for theirselfish behavior. Criteria for selection and dismissal



Recruitment, promotion and dismissal are both critical for choosingwho does what and also extreme forms of reward and punishment.The criteria used should consider the style and personality as well asthe technical competence of the person involved. In this way, thecultural aspects of the organization may be included in the selectionand dismissal processes.

Secondary mechanisms These are additional methods by which a leader may indirectly changethe culture. Design of organizational structure 'Function follows form' is a common saying, and applies here. It hasalso been said that 'First we create our organizations and then theycreate us'. The hierarchical shape of any organization will have asubtle effect on how they operate. Thus, to change the organization,changing its structure can be highly effective. Design of systems and procedures The systems by which an organization is run have a wide effect onhow people think. This includes budgeting, information systems,performance reviews and management development activities.Deliberate design of these can ensure alignment with desired cultural



directions. Design of facilities The layout of offices often reflects subconsciously the values of anorganization, both in terms of the who sits near who and also in thedifferentiation in benefits that individuals are given. More space,thicker carpets, window seats, bigger desks and more are all symbolsof superiority. In some traditional organizations, there are meted outvery carefully according to management grade. In other companies,everyone has the same sized cubicle with very little differentiationbetween management levels. Stories, legends and myths The stories that people tell and retell in organizations typically reflectthe values and beliefs of the culture. Hence, changing the stories willtend to change the culture. This is particularly powerful as it is spreadat the individual level and hence has grassroots support andcredibility. Formal statements Formal statements by the organization, although not always ascredible as grassroots whisperings, are the public face of theorganization, and hence demand attention. They also may later formthe basis of formal arguments and actions, from decisions around



allocation of resource to discipline and dismissal.

what do we do about this data( Agile fails due to culture) ?

_______________________________________________________



Tagged in: culture change



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8/6/2016 Handling Virtual Multicultural Agile Team? | Chandan Lal Patary | Pulse | LinkedIn

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Handling Virtual MulticulturalAgile Team?Published on March 24, 2016

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Managers in virtual software team should initially understand thenational culture differences and then investigate how cultureinfluences the internal arrangements of these team. Such arrangementsinfluences strategic planning and human resource management issues ( Dafoulas and Macaulay, 2000a,b)

The main arrangement that are directly influenced from the presenceof national culture differences within the software teams are a ) teamstructure b) team management c) communication between teammembers d) conflict resolution

Cultural diversity can be a big challenge in a dispersed virtual team.Virtual team leaders need to modify the effort and strategy forbuilding motivation and relationships. Due to the absence of closenessand nonverbal cues, virtual team leaders need to spend more timedeveloping relationships [Kahai, Carroll, Jestice 2007, p. 62]

Cultural Intelligence:

In its broadest sense, cultural intelligence is the ability to interacteffectively with people from different cultural backgrounds



(Thomas & Inkson, 2009).

Possessing cultural intelligence enables individuals to recognizecultural differences, adjust to new cultures and situations,understand local practices, and behave appropriately andeffectively (Earley et al., 2006).

The culturally intelligent person suspends judgment until informationbeyond the other person’s ethnicity becomes available (Triandis,2006).

To be certain, cultural awareness and sensitivity are critical toshared understanding and virtual team effectiveness.

Gibson and Cohen (2003) posits that the most distinctive feature ofglobal virtual teams is context, defined as a way of life and work ina specific geographical area with its own set of businessconditions, cultural assumptions, and unique history.

Professor Geert Hofstede conducted one of the most comprehensivestudies of how values in the workplace are influenced by culture.



He defines culture as “the collective programming of the minddistinguishing the members of one group or category of peoplefrom others”.



______________________________________________________

Hall also introduces five dimensions as follows (Hall, 1990):

Space: Different cultures have different attitudes towards space.Social distance or bubbles vary by culture.



Material Goods: Such goods are used for power and status.

Friendship: Interpersonal relationships vary considerably acrosscultures.

Time: Linear time cultures take time and deadlines very seriously,in a very rationalist sense. Time is structured, sequential andlinear.

Agreement: Expressing agreement and disagreement varies byculture. In some cultures the detailed written contract is essentialto agreement, while in others a handshake is sufficient.

______________________________________________________

Cultural differences between software team members may causeconflict and affect the team performance.

Emotionally Restrained

1. State only the facts



2. Be concise and focussed

Emotionally Expressive

1. Always share your feelings

2. Give the full story

How to manage the conflict in distributed team by knowing thecommunication style?



THE DISCUSSION STYLE

The discussion style uses direct strategies for communicating aboutsubstantive disagreements and emotionally restrained or controlledapproaches for dealing with emotional upset. This style resolves issuesthrough a focused, problemsolving process in which objective factsand information are presented in a logical argument format. Clarity inexpressing one’s goals or position is important as is maintainingemotional calm when tensions rise. This style follows the Americanmaxim, “Say what you mean, and mean what you say.”

THE ENGAGEMENT STYLE

The engagement style also emphasizes verbal direction incommunicating about substantive issues. Unlike the discussion style,however, the engagement style couples this form of directness with anemotionally expressive demeanor. This style is comfortable withmore emotionally intense dialogue and in fact participants feel thatwhen each party “puts their emotion on the table” the resolution of thedispute is satisfactorily progressing. This style,because of its moreemotional expressive focus, follows the Irish proverb, “What is



nearest the mouth is nearest the heart.”

THE ACCOMMODATION STYLE

The accommodation style uses indirect strategies for solving problemscoupled with an emotionally restrained approach. This styleemphasizes ambiguity, stories, metaphors, and use of third parties tosoften verbal confrontation between contending individuals.Relational harmony is maintained in a tense conflict situation bymasking or controlling one’s own emotional discomfort. Theaccommodation style follows the Japanese maxim, “Hear oneand understand 10.”

THE DYNAMIC STYLE

The dynamic style uses indirect messages to negotiate substantivedisagreements along with more emotionally intense and expressiveverbal and nonverbal communication. This style may use languageelements that include strategic hyperbole, repetition of one’s position,ambiguity, stories, metaphors, and humor along with greater reliance



on third party intermediaries for resolving an escalating dispute.Prioritization of concerns may be communicated more through thelevel of emotional expression than a direct statement of what isimportant and what is unimportant

Source: SOLVING PROBLEMS AND RESOLVING CONFLICTUSING THE INTERCULTURAL CONFLICT STYLE MODEL AND INVENTORY by Mitchell R.Hammer

National culture affects behaviour of virtual software teams.

National culture may affect team performance and the results ofsoftware

activities.

How can we improve ?



_____________________________________________________

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8/6/2016 Influence !! How to master this skill? | Chandan Lal Patary | Pulse | LinkedIn

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Influence !! How to master thisskill?Published on September 8, 2015

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Influence , influence , influence to our boss, influence to our peers,influence to our spouse, influence to our girlfriends/boy friends whatnot!

Most of the time we are influencing others all the time, knowing orunknowingly.



But how to do it effectively….? which can help us to build arelationship with all the connected team members.

Influence is not some magic power only a few people have. Everyperson on the planet exercises influence all the time.

Most of our energy are spends to influence. Influence is part ofnearly every communication. It occurs in virtually every humaninteraction, every moment, everywhere. It is so fundamental toleadership that there could be no leadership without it. If wehave power we are influencing if we don’t have we areinfluencing max.Before anything else, getting ready is thesecret to success.

—HENRY FORD

We need to do good amount of homework, Preparation Is the Key toInfluence.

We need to read others mind and help them with what they want to getthe buy in from others.



“Some people may be uncooperative because they are too busyelsewhere, and some because they are not really capable of helping.Others may well have goals, values, and beliefs that are quite differentand in conflict with the manager’s and may therefore have no desirewhatsoever to help or cooperate.”

So we need to know exactly what it is and act on it to help each other.

Interests, which play critical role, ask whether your request is alignedwith the person’s interests and values. If not, then the person’sinterests would not be well served by going along with you and, in thissituation, most people most of the time will not willingly consent to beinfluenced.

You may not be able to influence people the first time and in the firstway you approach them.

Influence is often a process rather than an event.

Sometimes, the influence technique we are using is not one theyrespond well to. If we keep trying the same approach, we may create



greater and greater resistance. If the influence technique we are usingis not working, don't keep doing the same thing. Try something else.

Culture play significant role when we are influencing people.

What works in Mexico may not work as well in Malaysia, just as theopenness and informality typical in Australia, even in businesssettings, may not be as acceptable in Germany or the Netherlands (infact, it could cause suspicion). Influence effectiveness depends in parton the conventions, values, and beliefs prevalent in every culture.

People tend to assume that what they like, everyone else will like; thatwhat works well for them will also work for others. This is the casebecause, by and large, most people believe that they are normal andthat most other people share their view of reality.

If we are observant, if we listen to other people and observe theirbehavior and the environments they create for themselves, wecan discover how best to influence most people. It will buildcapability over period of time and soon it will become second nature.So consciously we need to make it a habit to build those observation



skill.

Our business has to have mutual benefit to get the effectiveinfluence with others.

Prepare our mind, know who is our audience, know their code,and structure a winning persuasive argument accordingly.

Let us know who, what, when, where, and why about ourmessage and our audience.

Master Persuaders know that information and structure arethe seeds for perfect persuasion.



Tagged in: leadership development, influence at all levels



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8/6/2016 Influence and Win the people ? | Chandan Lal Patary | Pulse | LinkedIn

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Influence and Win the people ?Published on December 25, 2015

How to Influence and win the people through certain mechanism.

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Each Person has Unique Personality Traits.

Dr. William Marston wrote “The Emotions of Normal People” in1928 after earning his doctorate from Harvard University. Marstontheorized that people are motivated by four intrinsic drives that directbehavioral patterns.

He used four descriptive characteristics for behavioral tendencieswhich are represented by four letters of the alphabet: D, I, S and C.Thus the concept of “DISC” was introduced.

The DiSC model provides a common language that people can use tobetter understand themselves and to adapt their behaviors with others.

Developed in 1950, DISC is one of the world's most widely utilizedand adapted models of behaviour.

DiSC profiles help us and our team:

Increase your selfknowledge: how you respond to conflict, whatmotivates you, what causes you stress and how you solve



problems

Facilitate better teamwork and minimize team conflict

Develop stronger sales skills by identifying and responding tocustomer styles

Manage more effectively by understanding the dispositions andpriorities of employees and team members

Become more selfknowledgeable, wellrounded and effectiveleaders

DiSC stand for

D Dominance:

Person places emphasis on accomplishing results, the bottom line,confidence



Behaviors Sees the big picture Can be blunt Accepts challenges Gets straight to the point

I Influence

Person places emphasis on influencing or persuading others, openness,relationships

Behaviors Shows enthusiasm Is optimistic Likes to collaborate Dislikes being ignored

S Steadiness

Person places emphasis on cooperation, sincerity, dependability



Behaviors Doesn't like to be rushed Calm manner Calm approach Supportive actions Humility

C Conscientiousness

Person places emphasis on quality and accuracy, expertise,competency

Behaviors Enjoys independence Objective reasoning Wants the details Fears being wrong



whom you are interacting with ? D/I/S/C?

or apply Johari Window

A simple and useful tool for understanding and training selfawareness, personal development, improving communications, interpersonalrelationships, group dynamics, team development andintergroup relationships.

Developed by American psychologists Joseph Luft and Harry Ingham



in the 1950's, calling it 'Johari' after combining their first names, Joe andHarry

Johari window four regions



1. Open area, open self, free area, free self, or 'the arena‘: what isknown by the person about him/herself and is also known byothers

2. Blind area, blind self, or 'blindspot‘: what is unknown by theperson about him/herself but which others know

3. Hidden area, hidden self, avoided area, avoided self or 'façade’:what the person knows about him/herself that others do not know

4. Unknown area or unknown self: what is unknown by the personabout him/herself and is also unknown by others

Fig 1 is for a new team member, Fig 2 is for a established/old teammember.



For Fig 1 : The open free is small because others know little about thenew person Similarly the blind area is small because others knowlittle about the new person The hidden or avoided issues and feelingsare a relatively large area The unknown area is the largest, whichmight be because the person is lacking in selfknowledge or belief

For Fig 2 : The open free region is large because others know a lotabout the person that the person also knows.

Through disclosure and receiving feedback the open area hasexpanded and at the same time reduced the sizes of the hidden, blindand unknown areas



let us do some home work before we start the assignment.

Tom, Jerry and Spike also has become friend!!!


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8/6/2016 Collaboration , Are We Doing Effectively ? | Chandan Lal Patary | Pulse | LinkedIn

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Collaboration , Are We DoingEffectively ?Published on November 23, 2015

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Collaborate, according to the MerriamWebster Dictionary, means “towork jointly with others or together especially in an intellectualendeavor”.

In “Collaboration Handbook:Creating, Sustaining, and Enjoying theJourney” (Amherst H. Wilder Foundation, 1994), Michael Winer andKaren Ray define a continuum of increasing intensity for buildingrelationships and doing work.

The following table summarizes the key distinctions involved.



where “intensity” means risk, time and resources needed, opportunityto make a positive impact, and strength of commitment.

Reference: Designing effective collaboration, EconomistIntelligence Unit,The findings of this paper focus on thosefactors and attitudes that are unique to collaboration. Key findings include:

Collaborators require creativity, expertise and engagement.



Although all work groups value competence and commitment, thesefactors are valued highly in each team member involved in acollaboration.

Mutual trust among peers is most important to collaborators.

The majority of collaborators, cooperators and coordinators demandmutual trust among team members, and that connection is far moreimportant than trust in the boss or senior management.

Processes for collaborators must be rigorous, with room forfreedom.

Collaborators want processes that are rigorous, but they are also morelikely to want some freedom to adopt projectspecific processes.

Protection of proprietary knowledge is required forcollaborators.

Collaborators recognize that their work is likely to include proprietaryknowledgesharing and need guidelines to protect interests



Collaborators are more intensive users of IT

Most people need IT to keep information current and accessible, butcollaborators are more likely to need IT to support idea developmentand protect those ideas.

Where context is critical, inperson communication ispreferred.

Inperson communication is still preferred in situations where contextis critical, regardless of the type of project, but email is quiteadequate for disseminating information when no immediate feedbackis needed.



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8/7/2016 Organizational Silos? How Agile Coach can help team to break these Silos and increase collaboration? | Chandan Lal Patary | Pulse | LinkedIn

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Organizational Silos? How AgileCoach can help team to breakthese Silos and increasecollaboration?Published on March 7, 2016

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Silos may be defined as groups of employees that tend to work asautonomous units within an organization. They show a reluctance tointegrate their efforts with employees in other functions of theorganization.

The effect has the propensity to exist throughout a Company, orbetween subsidiaries within a wider corporation, resulting in divisionand fragmentation of work responsibilities within the organization.

Departments and business units can fragment into even smaller silosbased on strong personal bonds, and areas of commonality thatdifferentiate groups of employees from the rest of their department.

Silos are a common occurrence, as they exist to a greater or lesserextent in most companies

The Silo Mentality as defined by the Business Dictionary is a mindsetpresent when certain departments or sectors do not wish to share


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information with others in the same company.

This type of mentality will reduce efficiency in the overalloperation, reduce morale, and may contribute to the demise of aproductive company culture.

In most situations, silos rise up not because of what executives aredoing purposefully but rather because of what they are failing to do:provide themselves and their employees with a compelling context forworking together.



Even the most wellmeaning, intelligent people get distracted andconfused amid the endless list of tactical and administrative detailsthat come their way every day.

Pulled in many directions without a compass, they pursue seeminglyworthwhile agendas under the assumption that their efforts will be inthe best interest of the organization as a whole… Silos, Politics andTurf Wars, by Patrick Lencioni.

Customers can easily find the organizational silo barrier at work. Letus Think about the process of buying a new car. The salesman at thedealership sells you a car but has to rely on a computer system to tellyou if it is in stock.

The dealership’s sales department is run by a sales manager,who has no control over how the computer system works. Sherelies on another unit to keep technology running smoothly.Thesalesman also needs to know how quickly he can get the car toyou. This is also not in his manager’s control. Even if the automanufacturer actually has a car in stock in the color and withall the features that you want, and even if the computer



inventory program is accurate, it is up to the distributiondepartment, under the control of yet another manager, to getthe car to you. And if you want to finance the car, that is yetanother department—and another department the salesman andhis manager have no control over. It is only when all of theseunits within the dealership operate successfully together that thesalesman is able to make you happy with the purchase of yournew car.

It comes down to each person thinking outside of themselves and hisor her own role and own function.

It requires a mindset shift towards being collaborative andwanting to work with others to improve processes, products orcustomer solutions.



These five questions will help you understand your organization'ssiloing—and move beyond it:

What priorities do you or your department have that are notaligned with another’s?

Put yourself in the place of the other silo—what would makethat silo realize that your need was a priority?

What information do you or your department have that couldbe useful to others?

What information or assistance do you need from another silothat you are not getting?



In what areas would increased collaboration and giving upsome autonomy be more beneficial for the company thanmaintaining your individuality?

Reference: From How Excellent Companies Avoid Dumb Things byNeil Smith with Patricia O’Connell.

Enterprise Agile transformation will happen when we break thesesilos and increase collaboration among each other.



Agile values and principles encourage to break all types of silos.

In "Animal United" movie it shows how animals collaborate each



other by breaking the silos when the annual flood has failed to arrivein the Delta, water has become scarce and the native animals fiercelyfight over it.They had common goal for survival.

Look into the Squad based model , how organization silos has beencollapsed to increase the delivery speed significantly..



Based on Kniberg and Anders (2012). “Scaling Agile @ Spotify”

In terms of a matrix organization, think of the vertical dimension asthe “what” and the horizontal dimension as the “how”. The matrixstructure matches the “professor and entrepreneur” model, where theProduct Owner is the “entrepreneur” or “product champion” focusingon delivering a great product, while the Chapter Lead is the“professor” or “competency leader” focusing on technical excellence



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8/6/2016 Managing Conflicts in Agile Team ? | Chandan Lal Patary | Pulse | LinkedIn

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Managing Conflicts in Agile Team?Published on March 27, 2016

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Most standard dictionaries define conflict as a clash betweenincompatible people, ideas, or interests. These conflicts are almostalways perceived as negative experiences in our society. But whenwe view conflict as a negative experience, we may be hurting ourchances of dealing with it effectively. In reality, conflicts can serve asopportunities for personal growth if we develop and use positive,constructive conflict resolution skills.

Conflicts among people at work happen every day and can arisebecause of changes within the organization, poor communication,values and culture clashes, confusing work policies and practices,competition for scarceresources, or adversarial management.

Why in Agile team , all team members need to know more aboutconflict resolution model?



Developed by Michael sahota.

Agile Values and Principles highlights more and more interactions andcollaborations.

It is natural when we cut across various organizational layers , weinfluences peoples expectations and ambitions and we get intoconflict.



All team members need to know how to handle conflict which willarise as an when we progress agile journey.

Physiologically we respond to conflict in one of two ways—we wantto “get away from the conflict” or we are ready to “take on anyonewho comes our way.”

Think for a moment about when you are in conflict. Do you want toleave or do you want to fight when a conflict presents itself?

Neither physiological response is good or bad—it’s personal response.What is important to learn, regardless of our initial physiologicalresponse to conflict, is that we should intentionally choose ourresponse to conflict.



One useful model for conflict management styles is the ThomasKilmann Conflict Mode Inventory (TKI).

The TKI describes five ways that people can deal with conflict:

Competing, Collaborating, Compromising, Avoiding, andAccommodating.



These methods of handling conflict differ in whether you look moreto your own needs or to the needs of others.

Competing and collaborating are more assertive methods ofconflict management that focus on your needs and desired outcomes;

avoiding and accommodating are less assertive.



Collaborating and accommodating are more cooperative methods ofresolving the problem that focus on the needs of others;

competing and avoiding are less cooperative.

Compromising fits in the middle.

Competing Skills • Arguing or debating • Using rank or influence • Asserting your opinions and feelings • Standing your ground • Stating your position clearly

Avoiding Skills • Ability to withdraw

• Ability to sidestep issues

• Ability to leave things unresolved



• Sense of timing

Accommodating Skills • Forgetting your desires

• Selflessness

• Ability to yield

• Obeying orders

Collaboration Skills • Active listening

• Nonthreatening confrontation

• Identifying concerns

• Analyzing input

The ThomasKilmann Conflict Mode Instrument (TKI™) is the



world’s bestselling instrument for conflict resolution. The 30item,forcedchoice inventory identifies a person’s preferred conflicthandling mode, or style, and provides detailed information about howhe or she can effectively use all five modes—competing,collaborating, compromising, avoiding, and accommodating.

Using the TKI, individuals can learn to move beyond conflict andfocus on achieving organizational goals and business objectives.

What do we do ? to improve Negotiation?

Listen First to Investigate What the Other Side Wants:BobbyCovie says, “There’s a saying among negotiators that whoever talksthe most during a negotiation loses.” Being the first to listen helpsestablish trust. Listening also involves paying attention to what theother side is saying.

Focus on Interests, Not Positions: professional mediator JohnHeister explains, when you focus on interests, all of the disputants get



on the same side of the table and say, “We have a problem to solve.Based on our common interests, we need to find a solution that meetsthe needs of each of the stakeholders.”

Begin with a Plausible Demand or Offer:plausible demand is betterbecause it reflects goodfaith bargaining. Also, if a third party has toresolve the conflict,a plausible demand or offer will receive moresympathy than an implausible one.

Search for the Value in Differences Between the TwoSides:Negotiation researcher and practitioner James K. Sebeniusexplains that according to conventional wisdom we negotiate toovercome the differences dividing the two sides. So we hope to findwin–win agreements by searching for common ground.However,many sources of value in negotiation arise from differencesamong the parties. The differences may suggest useful ideas forbreaking a deadlock and reaching a constructive agreement. Frameddifferently, the differences might suggest what solution will work forboth sides.

Be Sensitive to International Differences in Negotiating Style:A



problem with this type of frankness and seeming impatience is thatpeople from other cultures may interpret such remarks as rudeness.The adverse interpretation, in turn, may lead to a failed negotiation.Acuff gives a case example: “It is unlikely in Mexico or Japan that theother side is going to answer ‘yes’ or ‘no’ to any question. You willhave to discern answers to questions through the context of what isbeing said rather than from the more obvious direct cues that U.S.negotiators use.”Japanese avoid direct confrontation and prefer anexchange of information. Russians crave combat; Koreans are teamplayers; Nigerians prefer the spoken word; and Indians the writtenone.

Master negotiator Roger Fisher replied, “Be firm and friendly. Hardon the problem, soft on the people. Find out what the other sideviews as important and negotiate on that. Let the other side makethe deal better from its point of view, at the same time that yougain what you are looking for.”

Improve effective Communication: A major source of personalconflict is the misunderstanding that results from ineffectivecommunication. A confident tone of voice, eye contact, firm gestures,



and good posture create nonverbal messages that say, “I’m seriousabout this request.” Using “I” messages can be especially helpful incases where you want to assert yourself in a nonthreatening manner.

Personality Clashes. There is no doubt about it: Some people justdon’t like each other. They may have differing communication styles,temperaments, or attitudes. They may not be able to identify exactly what it is theydislike about the other person, but the bottom line is that conflicts will arise whenthese people have to work together. Even people who get along wellwith each other in the beginning stages of a work relationship maybegin to clash after working together for many years.

Be Soft on People and Hard on the Problem. The goal of conflictresolution is to solve the problem but avoid doing harm to therelationship.

Rob Walker reviewed several of the bestselling books on negotiation,



including Getting to Yes, You Can Negotiate Anything, TheNegotiation Tool Kit, and The Power of Nice. He discovered a few basic negotiatingtips that recur in these popular advice books:

Stay rationally focused on the issue being negotiated.

Exhaustive preparation is more important than aggressiveargument.

Think through your alternatives.

The more options you feel you have, the better a negotiatingposition you will be in.

Spend less time talking and more time listening and asking goodquestions. Sometimes silence is your best response.

Let the other side make the first offer. If you are underestimatingyourself, you might make a needlessly weak opening move.



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Let us Coach a team through a conflict resolution process.

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8/6/2016 Team Conflict? What to aware more? | Chandan Lal Patary | Pulse | LinkedIn

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Team Conflict? What to awaremore?Published on October 4, 2015

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Conflict is not only endemic but, if it is constructive, desirable inteams (Deutsch, 1973).

Most standard dictionaries define conflict as a clash betweenincompatible people,ideas, or interests.



When we are in conflict, each level of the iceberg representssomething that may influence the conflictresolution process.

It is important that we go deep enough to understand the influence ofour emotions, selfperceptions, needs, unresolved issues from the past,and other things that exist at each level of the iceberg.

The Iceberg of Conflict helps us better understand our self and ouropponent

Constructive team conflict can be a source of excellence, qualityand creativity. At the same time we know that conflict in teamscan be interpersonally destructive and lead to poor teamperformance or the break up of the team altogether (De Dreu andvan de Vliert, 1997).

A systematic review of all the research on team conflict suggested thathigh levels of any type of conflict damage team functioning (De Dreuand



Weingart, 2003).

There are three types of conflict in teams.

Conflict about the task (e.g.,‘which new product should welaunch’);

Conflict about team processes (e.g.,‘It’s your job to do that notmine’);

and Interpersonal conflict (e.g., ‘I think you are a rude andirritating person!’) (De Dreu and Van Vianen, 2001;

Process conflict (‘that’s your job not mine’; ‘I have a much heavierworkload than she does’) and interpersonal conflict undermine teameffectiveness and the wellbeing of team members whatever the level(De Dreu and Van Vianen, 2001).

All team members should take responsibility for discouraginginterpersonal conflict and ensuring that roles and responsibilities aresufficiently clear and fair in order that process conflict is rare.



Fisher, Ury and Patton, in their classic book on negotiating, Getting toYes (1999), describe four steps involved in principled or ethicalnegotiation to resolve conflicts.

First, separate the people from the problem.

Second, focus on interests not on positions.

Third, invent options for mutual gain.

Finally, insist upon objective criteria to ensure the negotiationreaches a fair conclusion, rather than deciding the outcome byforce of will.

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8/6/2016 Facilitating Workshop ? Must to know for an Agile Coach | Chandan Lal Patary | Pulse | LinkedIn

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Facilitating Workshop ? Must toknow for an Agile CoachPublished on January 24, 2016

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“Tell me, and I will forget. Show me, and I may remember.Involve me, and I will understand.” Confucius 450 BC

Workshop facilitation is about helping a group to gain skills andknowledge.

Unlike the stereotype role of a school teacher, it’snot about being in charge. You don’t even need to be an expert



in the workshop topic (although it can often help).

The key togood facilitation is that you and the participants are equals –you all share responsibility to create a good learning experience.

A good facilitator will design workshops that combine learning andinformation sharing with interactive tools for group work.

Facilitators know when they are successful when they look at a groupof happy, smiling faces.



The general concept of learning through experience is ancient.

Around 350 BCE, Aristotle wrote in the Nichomachean Ethics "forthe things we have to learn before we can do them, we learn bydoing them"



To be an effective facilitator we must know when to take a leadershiprole, and when to be neutral and take a back seat.

This is a difficult balance to maintain!

The key to being proficient in the role is to plan and guide the



proceedings effectively, and remain focused on the group process andoutcomes, rather than specific content and opinions involved.

what should we do ?

"When people who attend experience that their presence is trulywanted and valuable, and that their unique gifts is necessary forthe best outcome of the gathering, the possibility for authenticengagement, leading to success, is greatly enhanced."



—The Art of Convening, by Craig and Patricia Neal with CynthiaWold

______________________________________________________

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8/6/2016 How to create Presentation which is Sticky? | Chandan Lal Patary | Pulse | LinkedIn

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How to create Presentationwhich is Sticky?Published on September 11, 2015

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John F. Kennedy—a powerful presenter in his own right—onceremarked, “The only reason to give a speech is to change theworld.”

At Apple’s 2010 Worldwide Developers Conference, CEO SteveJobs presented the iPhone 4 to the public. AT&T had to stoptaking orders almost immediately thereafter.

Our job when presenting is to magically transform outwardly boringsubject matter into inwardly fulfilling action.

“Speakers who talk about what life has taught themnever fail to keep the attention of their listeners.”

Dale Carnegie



“It is not your customer’s job to remember you. It isyour obligation and responsibility to make sure theydon’t have the chance to forget you.”

—Patricia Fripp



—Patricia Fripp



Tell good stories to make the presentation sticky...

In November 1999, an article that appeared in the Men’s Healthfeatured a bizarre story about Jared Fogle.

According to the article, Fogle was an overweight student atIndiana University who managed to lose 245 pounds on his



“Subway diet” – a diet that consisted of him eating only Subwaysandwiches.

When the management at Subway heard about this, theydecided to scrap their “7 under 6” campaign (a series of ads thatpromoted the fact that Subway had 7 sandwiches with under 6grams of fat) and to market Jared’s story instead.

The result? As soon as “Jared the Subway guy” commercialsbegan running, sales jumped by almost 20%.

However, after a few years of Jared’s commercials, Subwaybegan to remove Jared from their ads. With Jared gone, salesbegan to go down. So Subway decided to bring Jared back andsales shot back up again.

Why is it that Jared’s story was such a huge hit? Why was theJaredstory more successful than the “7 under 6” campaign?



The answer lies in the fact that stories are much more persuasivethan statistics. Or, as executive speech coach Patricia Fripp puts it,“People are trained to resist a sales pitch, but no one can resist agood story.”

It’s easy to resist the “7 Under 6” campaign, but Jared’s story is soinspiring that we cannot help but watch it.

Stories are a powerful form of communication. They’re engagingbecause they involve us emotionally, and they are memorable becausewe can mentally see the story. To be successful in our communication,we must use stories.

“Your purpose is to make your audience see what yousaw, hear what you heard, feel what you felt.Relevant detail, couched in concrete, colorful

language, is the best way to recreate the incident asit happened and to picture it for the audience.”

Dale Carnegi





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8/6/2016 SelfDisclosure an Excellent tool for Increased engagement at Workshop | Chandan Lal Patary | Pulse | LinkedIn

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Self-Disclosure an Excellent toolfor Increased engagement atWorkshopPublished on June 15, 2016

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I have been taking workshop from long time and would like to shareone common problem I have been facing.

How to increase engage participants?

Some time I feel, Most of the participants are attending as an observer,it was a mostly one way traffic! I was wondering how I can engage and encourage more participationand make it two way traffic. One of the techniques worked for me out of several is "ConstructiveSelfDisclosure".

It has improved the effectiveness of the workshop output.

SelfDisclosure: As a general rule, relationships grow stronger when people arewilling to reveal more about themselves and their workexperiences.

It is a surprising but true fact of life that two people can work together



for many years and never really get to know each other.

If we encourages employees to hide their true feelings result is often aweakening of the communication process.

Selfdisclosure leads to a more open and supportive environmentin the workplace.

Selfdisclosure is the process of letting another person knowwhat you think, feel, or want. It is one of the important ways you let yourself beknown by others. Selfdisclosure can improve interpersonalcommunication, resolve conflict, and strengthen interpersonal relationships.

Psychologists have long known that self-disclosure isone of the hallmarks of intimate relationships.

Revealing your motives, intentions, goals, values,and emotions, can increase liking and feelings of

intimacy.



Social penetration theory states that as we get to know someone, weengage in a reciprocal process of selfdisclosure that changes inbreadth and depth and affects how a relationship develops. Depthrefers to how personal or sensitive the information is, and breadthrefers to the range of topics discussed.

Self disclosure helps :

Increased accuracy in communication. Selfdisclosure often takesthe guesswork out of the communication process. No one is a mindreader; if people conceal how they really feel, it is difficult for othersto know how to respond to them appropriately.

People who are frustrated by a heavy workload and loss of balance intheir life, but mask their true feelings, may never see the problemresolved.

The person who is in a position to solve this problem may beoblivious to what’s important to you—unless you spell it out.



Stronger relationships. Another reward from selfdisclosure is thestrengthening of interpersonal relationships. When two people engagein an open, authentic dialogue, they often develop a high regard foreach other’s views. Often they discover they share common interests and concerns, andthese serve as a foundation for a deeper relationship.

Increased authenticity. “People trust you when you are genuine andauthentic, not a replica of someone else.”

Jack Welch, a highly successful CEO at General Electric for manyyears, says the most powerful thing you can do to get ahead is to bereal: “Think of authenticity as your foundation, your center, anddon’t let any organization try to wring it out of you, subtly orotherwise.”

Those who selfdisclose are generally more liked by others than thosewho do not reveal anything at all about themselves.



Research has shown in laboratory experiments with undergraduatestudents, that strangers who engaged in reciprocal selfdisclosurereported more positive evaluations of their partner, than two peoplewho did not divulge as much.

Go ahead and try this exercise.

Next time you are at work, at happy hour, or in class try engaging indiscussion with someone for at least an hour and graduallyprogress from more superficial small talk to revealing personaland meaningful information.




8/6/2016 Persuasion: How to improve ? | Chandan Lal Patary | Pulse | LinkedIn

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Persuasion: How to improve ?Published on January 6, 2016

Managers must persuade peers in situations where lines of authority

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are unclear or do not exist.

Robert B. Cialdini has synthesized knowledge from experimental andsocial psychology about methods for getting people toconcede,comply, or change.

The six principles described next have accompanying tactics that canbe used to supplement the other approaches to persuasion.

1. Liking: People like those who like them:As a leader, you havea better chance of persuading and influencing group members wholike you. Emphasizing similarities between you and the otherperson and offering praise are the two most reliable techniques forgetting another person to like you. The leader shouldtherefore emphasize similarities, such as common interests withgroup members. Praising others is a powerful influence techniqueand can be used effectively even when the leader finds somethingrelatively small to compliment. Genuine praise is the mosteffective.



2. Reciprocity: People repay in kind. Managers can ofteninfluence group members to behave in a particular way bydisplaying the behavior first. The leader might therefore serve as amodel of trust, good ethics, or strong commitment to companygoals. In short, give what you want to receive.

3. Social proof: People follow the lead of similar others.Persuasion can have high impact when it comes from peers. If youas the leader want to influence a group to convert to a newprocedure, such as virtually eliminating paper records in theoffice, ask a believer to speak up in a meeting or send his or herstatement of support via email. (But do not send around paperdocuments.)

4. Consistency: People align with their clear commitments.People need to feel committed to what you want them to do. Afterpeople take a stand or go on record in favor of a position, theyprefer to stay with that commitment. Suppose you are the teamleader and you want team members to become more active in the



community as a way of creating a favorable image for the fi rm. Ifthe team members talk about their plans to get involved and alsoput their plans in writing, they are more likely to follow through.If the people involved read their action plans to each other, thecommitment will be even stronger.

5. Authority: People defer to experts. As explained in our study ofexpert power and credibility, people really do defer to experts. Theaction plan here is to make constituents aware of your expertise toenhance the probability that your plan will persuade them. Aleader might mention certification in the technical area that is thesubject of influence. For example, a leader attempting to persuadeteam members to use statistical data to improve quality mightmention that he or she is certified in the quality process Six Sigma(is a Six Sigma Black Belt).

6. Scarcity: People want more of what they can have less of. Anapplication of this principle is that the leader can persuade groupmembers to act in a particular direction if the members believethat the resource at issue is shrinking rapidly. They might beinfluenced to enroll in a course in outsourcing knowledge work,



for example, if they are told that the course may not be offeredagain for a long time. Another way to apply this principle is topersuade group members by using information not readilyavailable to others. The leader might say, “I have somepreliminary sales data. If we can increase our sales by just 10percent in the last month of this quarter, we might be the highestperforming unit in the company.”



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8/6/2016 Understanding Where Power Comes From in the Workplace? | Chandan Lal Patary | Pulse | LinkedIn

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Understanding Where PowerComes From in the Workplace?Published on December 30, 2015

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The five bases of power were identified by John French and BertramRaven in the early 1960’s through a study they had conducted onpower in leadership roles.

The study showed how different types of power affected one’sleadership ability and success in a leadership role.



Coercive power is gained through the fear of employees. Acoercive leader uses threats and punishments to coerce hisemployees to carry out tasks.

Expert power is gained through a leader’s particular knowledge,experience and skills. An expert leader uses her expertise,credibility, decisiveness and confidence to solve challengingproblems, help employees stay on track with tasks, and leademployees to success.

Legitimate power is gained by holding a place of power in theorganization. A legitimate leader uses his position in theorganizational structure and social hierarchy to convince others ofhis right to lead and control.

Referent power is gained by trust, respect, admiration, charm andappeal. A referent leader is extremely likeable and is a type ofcelebrity within the organization. This type of leader uses hercelebrity to influence employees in whatever way she wants.

Reward power is gained by the ability to reward favorable work.A rewarding leader uses his ability to reward employees to



encourage the completion of tasks. A rewarding leader not onlyrewards through gifts, but also by privately or publically praisingemployees for successful work.

People will respond in one of three ways:

Commitment – The person is enthusiastic about the request andcarries the task out.

Compliance – The person goes along with the request grudgingly,putting in minimal effort.

Resistance – The person is opposed to the request and tries toavoid it.

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Formal, reward, and coercive power generally onlywork on subordinates--downward power only!

Reward power is limited by the desirability of the



Reward power is limited by the desirability of thepromised reward.

Overuse of coercive power leads to covert resistance.

Expert power is limited by others' perception of theimportance/ usefulness of the area of expertise.

The most effective leaders rely more on referent andexpert powers.

The more sophisticated/self-confident/ capableindividuals are apt to be more influenced by expert

and referent powers.

Individuals with low self-confidence rely more onformal and coercive powers.

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Who would want to work for a weak manager?

Managers need power to do their jobs, because their jobs require themto influence others.

Consequently, managers who feel powerless to influence othersexperience a tremendous amount of frustration and stress. Their staffmembers tend to feel frustrated too.

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CONCLUSION LEADERS FOR SCALING AGILE

As a leader we have to do all of these below exercise which anyway will come on our way once we start scaling agile at organization level

Understanding Where Power Comes From in the Workplace Pursue lot of people to achieve scaling success Use many facilitation skills like increase engagement through self-disclosure, presentation

skill , story telling Minimize conflict with various techniques Break organizational silos through effective collaboration Influence many people on the way Understand and transform culture Use lean and systems thinking to under whole and business

When we address all these issues scaling will become much easy…..