1. The Butterfly Effect
Maximizing the Effects of Your Agile Coaching Interactions

2. @DamonPoole Eliassen Provides Agile Transformations
Agile Transformation involving 800 teams
Eliassen Provides
Agile Transformations
Checkups & tune-ups
Full Agile Curriculum
Consulting Agilist
Have also provided consulting to EMC, Ford IT, Orbitz, Fidelity, and many others
Acquired by
Past President
Founder
CEO
CTO

3. People tend to do the things they want to do
Key Take-Away
People tend to do the things they want to do
ICAGILELO: 4.1.1
ICAGILELO: 4.1.3

4. The Butterfly Effect

5. The Butterfly Effect for Change Agents
Achieving the best results with the least effort

6. Based on Satir & Tuckman Change Models
Change is adopted
Change introduced
Team effectiveness
Return to old ways
Aha!
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5
ICAGILELO: 7.1.1
ICAGILELO: 7.1.2
ICAGILELO: 7.1.3
Based on Satir & Tuckman Change Models

7. Perception is Reality

8. Change Agent “Super Vision”
What they see
What you see
ICAGILELO: 4.1.3

9. If They Don’t See It, It Doesn’t Exist!
Coach
Focus on the Coachee’s priorities.
Work to understand why you see things differently ! !
People won’t work on opportunities that they don’t see or believe in. Likewise, they won’t worry about impediments that they don’t see or don’t agree are impediments.
Opportunity !
Coachee
Impediment

10. Standup in the Dark
Pat: “Yesterday I worked on #5316 and today I’ll be in meetings all day, no impediments”
Sue: “I was working on the id module again yesterday. I think it is almost done and I’ll finish it today, no impediments.”
Etc, etc, etc, etc, …
Chris: “I was in a meeting for the web team yesterday and also caught up on some code reviews for people. Today I have to catch up on my , no impediments.
Scrum Master: “Ok everybody, good standup, see you tomorrow!”

11. Card Wall & Measuring Progress
Day 9 of 10
Ready to accept
todo
implementing
testing
done ^
Chris
Traveller wants to see their upcoming trips 2
Traveller wants to edit a booking 2
Way too much work started compared to other columns
Pat
Traveller wants to a hotel booking 2
Traveller wants to register with the system 3
Sue

12. Card Wall & Measuring Progress
Day 9 of 10
Ready to accept
todo
implementing
testing
done
Traveller wants to a hotel booking 2
Traveller wants to see their upcoming trips 2
Admin wants a report of site-wide activity 5
Traveller wants to edit a booking 2
Traveller wants to delete a booking 1
Traveller wants to register with the system 3
Insufficient progress
Traveller wants to enter a booking 3
Traveller wants to copy a booking 2

13. Options !
For any particular opportunity or impediment, there are multiple options.
As before, the options that the Coach and Coachee see or believe in will differ. !
Opportunity !
Impediment

14. Introducing: ADKAR

15. ADKAR Individual Change Model
Awareness of the need to change
Desire of the individual to change
Knowledge of how to make the change
Ability to make the change
Reinforcement of effort until change succeeds
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5

16. Resistance to Change vs Desire to Change
Feels Risky
Trained
Unknowns
Supported
Resistance
Desire to Change
Stressed
Given Slack
Overloaded
Clear Benefits
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5
Low Benefit
Involved

17. Find the Butterflies
Brainstorm changes that people at your table could make
Determine which changes are most likely for the most people at the table to make
Based on:
Awareness
Desire to do
Knowledge of how to do
10 min
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5

18. Share the Butterflies
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5

19. Using ADKAR to Achieve the Butterfly Effect
Change is adopted
Awareness Desire
Knowledge
Change introduced
Team effectiveness
Return to old ways
Aha!
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5
ICAGILELO: 7.1.1
ICAGILELO: 7.1.2
ICAGILELO: 7.1.3

20. Using ADKAR to Achieve the Butterfly Effect
Change is adopted
Change introduced
Gained Ability
Team effectiveness
Return to old ways
Aha!
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5
ICAGILELO: 7.1.1
ICAGILELO: 7.1.2
ICAGILELO: 7.1.3
Reinforcement (aka support)

21. Maximizing Return on Involvement

22. Deciding on Approach “How should I… ?” “Could you show me how to… ?”
“Can you teach them how to… ?
”Please do this for us?”
Perceived Need
Always start with Coaching
Coaching
Help them figure it out for themselves
Mentoring
Increase their skills and abilities
People may phrase requests in a form that suggests coaching, mentoring, teaching, doing the work. No matter how the need is perceived, always try to go to the highest level possible, starting with coaching.
ICAGILELO: 1.4.2
ICAGILELO: 7.5.6
Teaching
Increase their knowledge
Solving
Solve the problem for them / do the work

23. Problem Scenarios
Briefly write down a couple of scenarios where someone came to you with a problem where you took the action of: mentor, teach, or solve.
Describe
The scenario
The actual action taken (Mentor, Teach, or Solve)
The result
Choose scenarios with different actions. Eg, one that involved mentoring and one that involved solving
ICAGILELO: 1.4.2
ICAGILELO: 7.5.6

24. Maximize Agile Coaching ROI (Return on Involvement)
High
Low
Low
High
Desired Outcomes. Increases in:
Awareness of potential changes
Desire to change
Agile knowledge
Agile ability (aka skills)
Agile thinking
Ownership
Actions
Coaching
Mentoring
Teaching
Solving
Involvement
Return
Always be thinking in terms of maximizing your Agile Coaching ROI
“Am I mentoring when I should be coaching?”
Always be looking for ways for the coachee to take ownership of situations
ICAGILELO: 1.4.2
ICAGILELO: 7.5.6

25. Maximizing ROI As a group, choose a scenario
What are some alternative actions that might have increased the ROI?
High
Low
Low
High
Desired Outcomes. Increases in:
Awareness of potential changes
Desire to change
Agile knowledge
Agile ability (aka skills)
Agile thinking
Ownership
Actions
Coaching
Mentoring
Teaching
Solving
ICAGILELO: 1.4.2
ICAGILELO: 7.5.6
Involvement
Return

26. Share the ROI
ICAGILELO: 5.1.3
ICAGILELO: 5.1.5

27. Awareness Building

28. New Behaviors Require Ongoing Support Until Ingrained
Complacency
Inertia
Resistance
Impediments
4 – Ideal
Agile Maturity
Being held regularly and on their way to stage 2.
Not being held.
Positively adapted to the needs of the team
Daily, short, effective. Runs well even without somebody officially responsible for the meeting. Team does an on-the-spot analysis of progress towards shippability and takes corrective action if needed.
80% daily participation from the team, main meeting is less than 20 minutes, real impediments regularly raised, focus is on the team’s stories, team wants to be there.
3 – Agile
You
2 – Sustainable
1 – In transition
0 – Impeded
Standups

29. Enterprise Agile Maturity
Understand your current state
Set and track progress towards Agile adoption goals
Use organizationally and team-by-team
60 Indicators
Impeded
In Transition
Sustainable
Agile
Ideal
Organizational Support
Team Dynamics
Team Structure
Set reasonable goals for progress as well as an expected timeline. It will likely take longer than expected, but as progress is made or not made, having goals and a timeline are useful for helping to structure the conversations around progress and what needs to be done.
240 small potential changes!
Product
Per Team
Process Mechanics
Engineering Practices

30. Q & A