Agile Biology. What Aristotle, Dopamine and Darwin have in common

Have you ever looked at children play? Did you ever think about the state they are in? It is a state of commitment, pleasure, concentration, focus, creativity and totally stress free. When looking at teams, we seek many of the same virtues, so the ‘why’ and ‘how’ and ‘what’ of playing is very relevant in the era of self-organizing, short cycled, multidisciplinary teams. This talk takes you into the realm of behavioural biology, and explains about play, the brain, the sympathetic and para-sympathetic system to explain and inspire how to help create an environment where leadership is everywhere, work and play are no longer opposites, and stress is diverted before it has the chance to kick in.

 
 

Outline/Structure of the Talk

Working towards a simple to use small matrix for your everyday life, this talk will first take you through 

·         The concept, intent of play and the misconceptions around it

·         The limbic brain and the neo-cortex, language, behaviour, feelings  

·         The stress and rest systems and hormones that make your life great or miserable  

·         How language is the proof of transformation and vice versa  

After which there will be a little gift in the shape of a personal reflection helper, that aids to keep the attendee aware of how he or she is using this or not.

 

Learning Outcome

1) Be aware of how management and leadership interact with our biological systems

2) Know how to influence these systems in a positive way

3) Get a model to help yourself to improve and stay aware

 

Target Audience

All Leadership and management, Agile coaches, leaders, scrum masters, HR , and all interested to be more effective in teams.

schedule Submitted 4 years ago

Public Feedback


    • 45 Mins
      Experience Report
      Advanced

      This talk will present you with the real time challenges and ideas to deal with them in a healthy way with SAFe framework.

      • Challenges the organization needs to deal when they deal with Enterprise transformation.
      • How Leaders and Agile Coaches play an influencing and critical role in enabling the organization in scaling agile practices
      • How the leadership teams can make or break the deal
      • How the 5 critical challenges are addressed with Lean practices embedded in the SAFe framework.
      • Some tips to make it happen.
    • Padma Satyamurthy
      keyboard_arrow_down

      Padma Satyamurthy - Agile beyond IT - Applying Kanban in HR functions for enterprise agility

      45 Mins
      Case Study
      Intermediate

      Human Resources is an important function of an organization today. Like before, it's no more all about recruitment and people management but a complete paradigm shift on People Development. Today's organizations are more knowledge workers and hence they are no more looking out for jobs but are aspiring for long lasting and rewarding careers.

      However, HR practices that are followed today are many a times still primitive and not updated to match with the aspirations of today's players. A shift in mind set and practices are very much the need of the day if an organization truly wants to develop its people and create a knowledge organization.

      Kanban is an extremely effective way to bring in Resilience into the HR practices. This paper will walkthrough the case study of how HR has been implemented successfully in my client organization to keep up with both the speed and the development aspects of the organization.

      We used most of the key Kanban principles while applying Kanban for the HR team. Here is an example for one of the HR teams – Talent Acquisition – on how Kanban was implemented: I will have multiple examples in the ppt.

       

      1. Visualize the workflow - we used this specifically in the talent acquisition teams to track the number of applications, applications selected, interviews lined up, offers rolled out and candidate joining. These were the columns we used in our Kanban board and each item was tracked and during the daily stand up, if any of the line item was in the same column for more than 3 working days. Each column was further split into – To Do, WIP and Completed (refer to the ppt for the visual of the board)
      2. Applying WIP Limits – We had a two –way limit to the WIP – one at the time level with a 3 working day limit for completing the pending work and second – not having more than 3 work items on the board
      3. Manage flow – since the requests for hire come from all over the organization, managing flow and identifying a point of contact for the business units was critical and helped manage the flow and predict the flow for the future as well
      4. Make process and policies explicit – since all of the business units are the customers, being transparent with them on making the hiring process explicit and bringing them into the Kanban fold was essential
      5. Feedback – As all the business units are the customers, taking a monthly feedback on the talent acquisition process and a retrospection on the feedback for continuous improvement was essential
      6. Improve and Evolve – Improving on the feedback as well as inspections within the team and evolving as an efficient lean team was not just a principle for us but it was our Goal!

      The key problem we were trying to solve were:

      1. Agility in IT only can only bring that much change and will continue to be constrained on human factors. Hence agility should go beyond software development and we started with HR to begin with.

      2. Agile is a team and people focused philosophy. If these are ignored, the initial improvements we will see in IT will stagnate without able support from the HR function over a period of time. So to sustain the IT agility, it's essential we go beyond to bring in enterprise agility

      The key measures that helped us to tell that we are in the right direction were:

      1. Frequent feedback - from teams, managers, stakeholders on any new changes / processes we introduce (e.g.: managing recruitment pipeline for various business units - current # of days vs post Kanban implementation days etc)

      2. Feedback from candidates on recruitment experience

      3. Learning & Development progress - participation, applying the learning

      4. Feedback on new performance / talent development process

      All changes were introduced gradually and frequent inspect and adapt helped in streamlining the gaps. We looked not only at Kanban principles but also the 4 values and 12 principles of agile manifesto to see and measure our progress.

    • Eelco Rustenburg
      keyboard_arrow_down

      Eelco Rustenburg - Bottom up adoption at large scale at record speed

      45 Mins
      Talk
      Beginner

      When we started, we had a situation in which teams were doing Agile at team level with quite different levels of maturity, and a general mindset that was very agile. To cause a leap forward to start running a more agile business portfolio, we needed to make some big changes, however we needed to keep a very close eye on the already self-directing and positive mindset and way of working in all the teams and their direct connection to business. Using SAFe as a binding mechanism, we were able to drive change at radical speed without the ‘burning platform’ that is so often associated with disruptive change. This session will cover some of the learnings, the approach and what we would do different next time.