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Agile and the 5th Discipline

Discusses the basics of Peter Senge's Fifth Discipline and how Agile becomes a Pattern for implementing a Learning Organization
by

Jason Dean

on 27 April 2018

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Transcript of Agile and the 5th Discipline

Learning Organization
Setting the Stage
Fostering Aspiration
Developing Reflective
Conversation

Understanding
Complexity

Personal Mastery
Shared Vision
Mental Models
Dialog/Team Learning
Systems Thinking
Creating & Changing Realities
System Structures
to Patterns of Behavior
to Events
Metanoia - A shift of Mind
Structure and Patterns that Control Events
:: Agile Principles ::
Core Learning Disciplines
Systems Thinking
and the Learning Organization

Great Software is only possible in a Learning Organization
Agile provides a framework from which a learning organization can be built.
What's wrong with the current system?
Our prevailing system of Managment is destroying our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. - Demming
Uniformity
Short Term thinking only
Measuring the wrong things
Management by fear
Control
where people continually expand their capacity to create the results they truly desire
where new and expansive patterns of thinking are nurtured
where collective aspiration is set free
where people are continually learning how to learn together
The Sum of their Decisions
Decisions of the Past
Culture
Interactions
Vision and Goals
RECREATE OURSELVES!
Massive Requirements Docs
to Lack of Diligent Updates
to hidden work and possible delay
SYSTEMS THINKING
Rain
Groundwater
creeks
rivers
ocean
evaporation
clouds
Holistic Thinking - Foster Health
Sum of the Parts and their Interactions
Interrelated actions
People are active participants in shaping their future
Dynamic Complexity vs. Detail Complexity
Circles of Causality
Must find the Potential of People
Continually clarifying what is important
Continually learning to see current REALITY
People seeking mastery:
Where
we are
Abstract Purpose,
Concrete Vision
Creative Tension
= Source of Creative Energy
Drive it to the Subconscious
All Models are Simplifications
Models that become implicit cause problems
Move from impeding to accelerating learning
Tools that promote personal awareness and reflection
Infrastructures that create Practice Fields
Culture that promotes inquiry and challenge
How to see and Use Mental Models
Discipline of Mental Models
Reflection
Espoused vs In-Use Theories
Leaps of Abstraction
Multiple perspectives in cross functional team
Demos
Commitments
Failures
Definition of Done
Retrospectives
Introspectives
GAP
Individuals must learn before Organizations can.
Starts with Personal Vision: An ability to focus on intrinsic desires
Realizing Structural Conflict
Powerlessness
Worthlessness
Overcome Conflict by commitment
to the Truth
Relentless desire to root out our limits
Continually broadening awareness
Personal Mastery is
expanding the ability
to produce the results
we truly want in life.
Daily Communication
Iteratation and Incremental Discovery
Conversation and Collaboration
Gives importance to Interaction
Relies on personal and team craftsmanship, creativity, and innovation
Transparency (observation of reality)
How does Agile help Personal Mastery?
Shared Vision is what we want to create. One picture between us
Requires personal accountability
Continuous change requires continuous learning
Generative learning occurs only when people are striving to accomplish something that matters deeply to them.
Built from Personal Vision
Gives a common identity and shared destiny
Can be ingrained so deeply that the task cannot be separated from the person (Maslow)
Interrelationships require Common Understanding
Commitment
Enrollment
Compliance
Genuine
Formal
Grudging
Noncompliance
Apathy
Be enrolled yourself
Be honest and genuine
You can't make them enroll
Promotion of Diversity
Integrating Reason and Intuition
Seeing more Connectedness to the world
Compassion
Committment to the Whole
Alignment
Dialog vs. Discussion
Dialog is a flow of meaning between people
Goes beyond one person's understanding
Collectively we can be more insightful and intelligent
Thoughts become owned by the group and
people become observers.
Necessary Conditions
1. Assumptions/Judgements Suspended
2. Acceptance and Respect, Collegues
3. Spirit of Inquiry; Context in mind
CONFLICT
Shared Vision requires differing Ideas
Quality comes from multiple views
Defensive Routines can destroy
Fear of rejection
Lack of Respect or Concern
Programmed, and sometimes hidden
Masks Other Problems
Team Learning is a Team Skill
and must be PRACTICED
TEAMSPEAK
SHARED VISION
Systems Thinking Integrates the
other Learning Disciplines
Personal Mastery
Mental Models
Dialog/Team Learning
Shared Vision
Metanoia
We have been trained
to break things down
A shift of Thinking
is Required
Value Stream
Flow
Pull
No Individual Ownership
Team Ownership
Slicing
AGILE
Laws of Systems Thinking
Today's Problems from Yesterday's Solutions
Technical Debt -> Refactoring
The Harder you Push, the Harder the
System Pushes Back - Compensating Feedback
Forcing Practices over
Values and Principles
Behavior gets better before it gets worse
Delay hides true Outcomes
Iteration and a focus on 'Continual Improvement; Patience & Simplicity
Easy way out leads back in; comfort
in familiar ways
"We tried Agile and it didn't work."
The Cure can be worse than the Disease,
Shifting the Burden to the Intervenor
Overtime -> Steady Pace
Teams must learn to fail and succeed
Faster is Slower
Commitment to doing the right thing; last responsible moment
Cause and Effect are not closely
Related in Time and Space
Remove Unnecessary Delay
Small Changes can Produce Big Results
i.e. Leverage (Trim Tab)
Simplicity; Change over time
Process vs. Snapshot Thinking
Build it for 10, Reuse
Dividing an Elephant in half does not
make two small Elephants
Integrity of the System; commitment to Agile Values
There is no blame
Team is accountable together; there should be no distinction between "Business" and "IT" - all the same team
Desired Water Level
(Limiting Condition)
Perceived
Gap
Faucet Position
Water Flow
Current Water
Level
Influence
Reinforcing
Loop
Production
Flexibility & Cost
Commitment
To JIT
Threat to
Manufacturer
Supplier Demands
To Be Sole Source
Risk to
Supplier
Delay
Manufacturer' Goal: Maintain Multiple Sources of Supply
Balancing
Loop
Archetype 1: Lmits to Growth
Leverage: To change behavior, focus on the LIMITING FACTOR
Theory of Constraints
Personal Mastery
Shared Vision
Mental Models
Team Learning
Systems Thinking

Agile is a Pattern
to Create
Learning Organizations
Full transcript