Exploring Context : The secret sauce of agile consulting
Your context shapes your present and unless you act deliberately, it will shape your future. An organisation’s context is similarly impactful on its workforce, shaping its vision, culture, practices and external relationships.
As agile consultants, we need to not be affected by an organization's context, instead we need to understand it. If we act without knowing our context, we are doomed to failure. The best way of minimising this influence is to be aware of the forces that are starting to shape our behavior.
In this talk we map an organization’s context. This process starts from when they ask for our skills all the way to the eventual outcome of our collaboration. Using real-world examples — with some filters to allow for an honest discussion — we show the events when context (both public and hidden) starts to reveal itself. We also discuss how, once the organisation’s context is known, its context can be changed.
This talk is for the consultant who wonders why some engagements are so much harder than others, for the employee trying to change an organisation from the inside who needs a new frame of reference and for those who have have that moment of awareness that context is dictating their behaviour and are looking for the next step.
Outline/Structure of the Talk
Intro (laying out the pieces) 10 mins
Lay out basic building blocks that will be built on as the talk progresses
Fundamental Attribute error
Experts, plans and context
The Fire Danger rating (Contextual awareness)
Consultant And context
Four levels of context
Solution, Problem, Vision, Mindset
Focus on Mindset
Agile/Lean and context
A special relationship
The Johari window
A model to show how to understand the context of your organisation.
Shared - Known by everyone
Private - Not known by outsider, known by insider
Blind spot - Known by outsider, Not known insider
Unexplored - Not known by anyone
The aim is to enlarge ‘shared’. It lets everyone act with awareness.
Exploring the context - 15 mins
Now the foundation is in place, we move to techniques that let us explore and understand where we are. Each of the below will have a real-world example of where the technique was applied successfully. How the techniques add to everyone’s understanding of context is explained.
Common themes that run between the activities are:
Understanding the gap (between what is said and done)
How failure is viewed (Vulnerability and blame)
How change is viewed (Fixed vs Growth )
Getting the job (What to ask before you are engaged)
A ‘tender’ moment
Show me your budget and will show you your priorities
What happened to my predecessors
The miracle question
Before the first release (Moments to really observe at the start of the engagement )
The first prioritisation
The second Prioritisation
Trust me I’m a consultant
Slower to go faster
After the first release (What to observe after the first milestone )
The first failure
We know our context - now what ? 10 mins
How do we change our context if our mindset is to fight change ?
The mapping of our client’s context allows for understanding and empathy - both of which allow for a shared journey
Be aware the context can always change, is always changing
Practices change behavior
Awareness, challenge and support allow for the change of belief
Exemplar teams / projects
Shifting from tell to show
From certainty of outcome to certainty of learning
Deliberately Developmental Organisations
Summation/end 5 mins
The aim is for people to leave with questions rather than answers; in your organisation what are the questions that no one asks:
What’s the thing your organisation knows but does not acknowledge (private)
What's the thing that's obvious but your organisation ignores (blind spot)
What the thing that keeps your CEO up at night (unexplored)
After the talk the audience should:
- respect context (it’s a powerful force!),
- have techniques and questions to examine and understand their own context or one into which they have been thrust,
- understand that exploring context allows for both empathy and understanding, both of which are required for any kind of change,
- be aware of why agile/lean are context-focused methodologies,
- have a path forward to change the context (once understood) of their own organisation
Consultants , People who want to change their context