Agile Boston Monthly Meeting. Socializing Agile Using Triads
Scaling Agile from Team to Tribes
Genuine Agile and Scrum creates a willingness to engage in 16 practices that make your team great at learning fast. Practices like getting coached, facilitating your meetings, examining what's normal, and gaming your meetings all lead to more of what we might call "tribal learning". Peter Senge wrote about this stuff in 1990. He called it "the learning organization".
We in the Agile community made it real, around 2001. It now 2011. We have the goods. We know how to learn in teams. The big question is, what are we doing about scaling this technology from teams to tribes, and eventually the larger enterprise?
Attend this session to learn about a framework to scale Agility from teams to tribes, groups of about 20 to 150 people who share familiarity and values. Tribes are the next level of socialization of Agile learning.
The framework has 3 parts:
1. The Practices. (16 to be specific)
2. Authorization. (If you are a manager that convenes meetings, you can just DO these things)
3. Socialization using Triads, as described in the book TRIBAL LEADERSHIP by Dave Logan.
This promises to be a great meeting. The content is based on the book TRIBAL LEARNING from Dan Mezick. This book is scheduled for publication in October 2011.
Next AgileBoston Meeting
Tribal Learning: How to Spread Agile Quickly, Inside Your Company
Speakers: Dan Mezick and Jim Lindenthal
(NOTE: Dan is an invited speaker to Agile2011 in Salt Lake City. This talk is the same one as the big Agile2011 conference on August 09. )
Session Description: Most organizations are SLOW TO LEARN. Agile practices are practices that foster rapid group learning. Rapid learning at the level of team, tribe and enterprise are required because the pace of change is increasing. Our organizations must adapt or die.
Rapid learning at the level of group is not optional any more.
In this session, Dan Mezick and Jim Lindenthal show how Agile practices and frameworks like Scrum encourage numerous group learning practices. You can implement several of these practices right now, and get the full benefit of Agile.
Dan and Jim explains a framework for implementing Agile ideas quickly, in any organization. You do not need to be an IT shop and you do not need to go to class. You do not need to be certified in anything. You do not need deep experience.
All you need is a willingness to try implementing 2 or more of the following 16 practices:
* Be Purposeful
* Facilitate Your Meetings
* Examine Your Norms
* Be Punctual
* Structure Your Interactions
* Announce Your Intent
* Game Your Meetings
* Conduct Frequent Experiments
* Manage Visually
* Inspect Frequently
* Get Coached
* Manage Your Boundaries
* Socialize Books
* Pay Explicit Attention
* Open The Space
* Be Playful
These are the very group-learning practices that every Agile team ends up doing. These Agile learning practices promote group-level tribal learning. If you do authentic Agile, you are doing at least 4 of these group-learning practices very well with your teams.
Anyone that convenes meetings can socialize Agile in any organization using the Tribal Learning framework.
The Tribal Learning framework has three essential parts:
1. The Practices
The Practices are the 16 practices listed above. These are the practices every Agile team find themselves doing when doing Scrum, doing retrospectives, engaging in Sprint planning etc. These are learning practices for teams, tribes and organizations. A tribe is a group of about 20 to 150 people and includes the informal network of friends you maintain inside your organization.
Authorization is the right to do work. If you are a manager with the authority to convene meetings, you already have authorization to do these practices in your company. And once you are doing them, you can teach this, and conspire with others to do the same.
A triad is a set of three people, aligned on values, who are focused on executing a small strategy. This structure is described in the book Tribal Leadership by Dave Logan, John King and Halee Fischer-Wright. Once you are good at doing at least 4 of these practices, the next step is to form a triad and socialize the practices.
When you do, you are socializing Agile far beyond your direct reports, and beyond software.
The key is to leverage your informal network, the one that never appears on any org-chart.
What you will learn:
* How to spread loads of Agile inside your company fast
* The five stages of company culture as described by Dave Logan and what to DO about it if you are STUCK at Stage 2
* How the Tribal Learning practices actively socialize group learning
* How to do at least 2 of the practices really well in your group
* How to get permission to implement the practices in your company
* Tribal Leadership concepts and facilities, as described by Dave Logan
* How to form a triad, with 2 others in your company, based on values, and execute a small strategy
* How to identify and execute a small (micro) strategy that spreads Agile quickly, inside your company
About the Speakers
Dan Mezick is the author of the book TRIBAL LEARNING schedule for publication in October 2011. Dan is an adviser and coach to Agile teams and executive leaders, showing them exactly how to create learning to create great results. He teaches that genuine disclosure always encourages authentic greatness in teams, tribes and entire organizations. His Agile coaching and executive coaching clients include Zappos, Orpheus Orchestra, CIGNA Insurance, Siemens Healthcare, the US Navy, and dozens of smaller organizations in and around New England and New York City.
Jim Lindenthal is 20+ year veteran in IT Application Management and Outsourcing. He manages outsourcing teams located both near shore and off-shore using various application platforms within a variety of industry verticals. Jim is an experienced leader with strong mentoring and leadership skills with a proven track recorder of building high performance project teams. Jim is a student of Dave Logan's Tribal Leadership framework, which incorporates the formation of three-person triads to positively effect culture change in organizations.
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