well-begun is half-way done · driven (fairness, community, equality of all perspectives focus on...

ScrumGathering2016–Orlando,FLMichaelK.Spayd

Well-begun is Half-way Done How an Integral Organization Assessment Sets the Stage Properly

TalkOutline2

WhatWe’reDoing•  Purpose•  ChangeIniFaFonProcess

IntegralAgileTransforma5onFramework•  Quadrants&AlFtudes

HowtoLook•  ModalityTypes•  Advantages&Disadvantages•  Examples

WheretoLook•  Leadership&Engagement•  Processes&Competencies•  Culture&RelaFonships•  OrganizaFonArchitecture&Structure

WhattoConclude•  DeterminingOrganizaFonalReadiness•  TheFeedbackMeeFng•  TheChangePlan

WHATWE’REDOING

What’sthePurposeofanOrgAssessment?

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© 2016 Michael K Spayd

ThePurposeofanOrganiza5onalAssessment

Todiscover:•  Currentstatusofkeydimensionsof“focal”organizaFon•  Whowantsthesedimensionstochange,inwhatway,

andwhy?•  HowreadyistheorganizaFonalsystemforsuchachange

(enablersandhindrances)?

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IntegralOrganizaFonAssessment-Scope

•  UnderstanddifferentaspectsoftheorganizaFon,suchas•  individualmindsets(ingeneral,andre:Agile),•  Thelevelofdevelopmentalmaturityofleadersandteams,•  typeandcoherenceofculture,•  qualityofpersonalrelaFonships,•  adaptabilityandeffecFvenessofbusinessandtechnicalprocesses,•  typeoforgstructure,thelevelofflowinproductdevelopmentanddeployment,etc.

•  Determinethesystems’readinessforchange•  Determinethetypeofchangewanted,bothbystakeholders

andbythesystemitself,andrelatedchangegoals•  UnderstandorganizaFonalenablersandlandmineswillbe

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IniFaFngChange(AnODProcess)

UrgeforChange(BusinessCase)

WhoistheClient?

Organiza5onAssessment(Readiness)

FeedbackMee5ng

ChangePlan&ChangeTeam

CoachingAlliance/Contrac5ng

Systems Entry

& Change Initiation

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Starthere


WhatTypeofChangeisWanted?IsRealisFc?

IsthisaTransi5on?OrisitaTransforma5on?•  TacFcalvs.Strategicchange•  Process-driven

–  AgileAmbiFon•  Culture-driven•  Leadership-driven(differentwayofthinking/managing)

INTEGRALAGILETRANSFORMATIONFRAMEWORK™

WhatistheFrameworktouseforaThoroughAssessment?

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TheFourKeyPerspec5ves

“I”thoughts,emoFons,statesofmind,intenFons,innerexperience

“WE”sharedvalues,meanings,language,relaFonships,culturalbackground

“ITS”systems,networks,technology,naturalenvironment

“IT”physicalbody(incl.brain),anythingwecansee/touchorobservescienFfically

Source: Ken Wilber

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FourOrganizaFonalAlFtudes(orValueCultures)

Achievement / Results-driven

( )

Pragmatic, success-oriented, complex logic Questions authority, get ahead, values freedom & achievement Innovation, Accountability, Meritocracy

Conformist / Role-driven

(Amber)

Awareness of social roles, following authority Absolute Truth (black & white), can see other’s expectations, dogmatic Long-term perspective, Consistent Process, Size & Stability (Hierarchy)

Pluralistic / Relationship-driven (

Fairness, community, equality of all perspectives Focus on justice for all, consensus, relationship over outcomes Empowerment, Values-driven culture, Multi-Stakeholder perspective

Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter

Evolutionary / Purpose-driven

(Teal)

Focus on inner integrity, sees systemically Dis-identifies with own ego, purpose-driven, authenticity Inner Rightness as Compass, Wisdom beyond Rationality

Implusive ( ) Power & dominance, heroism, avoidance of shame Separate ego, dominance vs submission, chiefdoms, illegal orgs


IntegralAgileTransformaFonFramework™AMeta-MapofOrganizaFons

Leadership&Engagement

Organiza5onalCulture&Rela5onships

Competencies,Products&Technologies

Organiza5onalArchitecture&Structure

BusinessAgility

HumanSystemsAgility

™

HOWTOLOOK

WhataretheModaliFesUsedinanOrganizaFonalAssessment?

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AssessmentModaliFes

•  Interviews•  QuesFonnaires/surveys•  StructuredobservaFons–amountstoauserguideforthe

Observer•  ExaminearFfacts(e.g.Bigvisibledisplays,teamcharters,user

stories,trackingtools,etc.)•  Formalassessmentinstruments•  Facilitatedgroupprocesses(forthechangeteamor

stakeholdergroups)

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Interviews

Advantages• Morepersonal• Richdata

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Disadvantages• TakealongFme• HardtoquanFtaFvelyanalyze


QuesFonnaires/Surveys15

Advantages• Reacheslargenumbersofpeople

• Easytoanalyze

Disadvantages• Difficulttoformulateinaneutralfashion

• BewaresurveyfaFgue


StructuredObservaFon/ExamineArFfacts16

Advantages• Examinestangibleoutputs

• Hardto“game”

Disadvantages• TakesalongFmetoperformasizablesample


FacilitatedGroupProcesses17

Advantages• Veryrich,emergentdata

• Powerfulengagementofgroups

Examples•  OpenSpace•  WorldCafé•  SystemicConstellaFons•  FocusGroups•  DiagnosFcRetros•  StakeholderAnalysis

Disadvantages• Timeconsumingtoprepareforandconduct


FormalAssessmentTools18

Advantages• ScienFficallyvalidated

• Precise,objecFveview

AreasCovered•  OrganizaFonalCulture•  LeadershipMaturity•  TeamHealth/Maturity•  TeamComposiFon•  PersonalityType

Disadvantages• Requiretraining/cerFficaFon• RelaFvelyexpensiveand/orFmeconsumingtoadminister

© 2016 Michael K SpaydSource: Team Coaching International"

Team Diagnostic Assessment


StructuringanAssessment

•  AssessmentGoals–purposeandscopeoftheassessment•  Modali5es–whichmodaliFeswillbeused?•  Protocols/Ques5ons–astructureforInterviews,

ObservaFonsandFacilitatedProcesses(whatwillbeasked/observed,providesconsistency)

•  AssessmentTeam–who’sontheassessmentteam,withwhatroles?

•  AssessmentResults–howwilltheybeused,howwillconfidenFalitybeprotected,whowillbebriefed,whowillmakedecisionsbasedontheresults,etc.

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WHERETOLOOK

Whatareweassessing,exactly?

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©2014-2015 Michael K. Spayd

Leadership&Engagement(IQuadrant)

•  Whattypeofleadershipdowehave?•  WhatisthelevelofemoFonalintelligence(EQ)?•  Howdomanager’sthinkabouttheirjob?•  Howengagedareindividualsintheirjobs?

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© 2015 Agile Coaching Institute

LeadershipCircleProfiles

LOWEST PERFORMING HIGHEST PERFORMING

Bottom 10% Top 10%


PracFces&Competencies(ITQuadrant)24

•  TowhatextentdoweusetechnicalpracFces?•  Dowemeasuretestcoverage?Doweautomatetests?•  DowehavecollaboraFvepracFces&skills?•  Doweusefacilitators?•  Howdowedevelopproducts?Istheend-userinvolved?•  Whatdowemeasure?•  Howandwhatdowereward?


Culture&RelaFonships(WEQuadrant)25

•  Whatstyleofculturedowehave?(formal,friendly,rule-based,compeFFve,etc.)

•  Whatisthe“complexitylevel”ofvaluesexpressedintheculture?

•  Howdowerelatetoeachother?Withcompassion?WithcompeFFon?Withdisdain?

•  Howdowedealwithconflict?CanweuseittoenhancerelaFonship?

©2014-2015 Agile Coaching Institute

AnAgileCulture?

Func5on Tradi5onal(Orange)Organiza5ons

Emerging(Teal)Organiza5ons

ORGANIZATION Hierarchical pyramid Self-organizing teams; coaches with no mgmt authority

PROJECTS Heavy project management methods

No project mgrs; people self-staff projects

RECRUITMENT Interviews by HR, matches job description

Interviews by future team members

JOBS Needs own description & title No job titles; fluid, granular roles

PERFORMANCEMANAGEMENT

Focus on individual performance; appraisal by supervisor

Focus on team performance; peer appraisals

PROMOTIONS Jockeying for position, politics

No promotion, roles fluidly rearranged with peer agreement

©2014MichaelK.Spayd FredericLaloux,Reinven&ngOrganiza&ons

AdaptedfromReinven&ngOrganiza&ons,byFredericLaloux


OrganizaFonArchitecture(ITSQuadrant)27

•  Whattypeofstructuredowehave?•  HowflexibleisittochangingcondiFons?•  Howdobusinessprocessesflow?DofuncFonalorganizaFons

impedeworkflow?•  HowdoourperformancemanagementpracFcesimpact

individualsandteams?


AnExampleofanIntegralAssessment

•  Leadership&Engagement–  MindsetInterviews(teammembers,leaders,alllevels)–  FormalLeadershipassessment(TLC)

•  Prac5ces&Competencies–  StructuredobservaFonofteamceremonies+follow-upinterviews–  StructuredobservaFonofteamarFfacts+follow-upinterviews–  InterviewsofTechteamandBusinessteammembers

•  Culture&Rela5onships–  StructuredobservaFonofmanagementmeeFngs+teammeeFngs–  FacilitatearetrospecFve–  Shadowaleader–  Formalcultureassessment

•  Organiza5onArchitecture–  ProjectSystemDependencymap–  InformalValuestreammapping–  OrgChartreview

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WHATTOCONCLUDE

Whatdowedowithallthisdata?


TheFeedbackMeeFng

•  Who?–stakeholdersfromdifferentareasandlevelsinorg•  Whatdidwefind?–areweready?

–  sensiFvityoffindings•  What’sNext?–thechangeplanandhowtoproceed

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Output:TheChangePlan

•  ChangeGoals&TypeofChange–tacFcalvs.transformaFon•  DeploymentStrategy–pilot&expandvs.bigbang•  ChangeTeam–execsponsor,team/areareps,change

champions,changecatalyst•  BusinessMeasuresofSuccess–beyond#ofpeopletrained

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TheTaoofSystemsEntry

Ask…WhowantsWhat,andWhy?

Thendetermine…-HowMuchwilltheWhattake?-aretheWhotrulywilling?-anddoestheirWhyjusFfyallthis?

Finallydecide…-cantheWhatactuallybedone,giventheirWhoandHowMuch?-istheirWhyagoodmatchforyourWhy?

Else:run…

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from Coaching the Agile

Enterprise: AHandbookfor

EmergingTransformaFonLeaders,ChangeArFstsandBenevolentTrouble-Makers

©2011-15MichaelK.Spayd

END

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WhattodoifYouare“Internal”

•  Morethananyone,itwillhelpyoutohaveclearworkingagreements(“consulFngcontracts”)

•  Givesthepeopleyouareworkingwithacontextforthediscussionsyouwanttohave

•  ReferencetheuseofcontractsinODwork,andcompareAgiletransformaFontothattypeofthinking

•  Thinkthroughclearlywhatyouwantandneed,innon-emoFonalterms

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