Behavior Shift Map for Agile Leaders - Workshop Deck
Running the workshop:
- Set the event for at least 3 hours.
- Print behavior cards (1 deck for 4-6 people).
- Print Behavior Shift Map (1 poster for 4-6 people).
- Lots of stickies, colorful pens, tape, etc.
“You must unlearn what you have learned.”
Master Yoda
Our operating mental models have grown outdated!
You must embrace the new logic of value creation.
- Why, what is the importance of it? I think this short movie tells the importance of unlearning in a very shocking manner let see…
- What is happening in the video, what did you see? He is trying to start the engine right, like may be he was doing to start his lawnmover in the old days. But, do you think this old man has no idea with the electricity?
- As we see in this video, sometimes our old habits, experiences and knowledge is the biggest enemy in terms of renewing ourselves and adapting to the new conditions.
“Your powers are weak, old man.”
Darth Vader
Our operating mental models have grown outdated!
You must embrace the new logic of value creation.
- So, as you see in this example, our old habits/experiences bias us and mislead us. These old learnings can sometimes be the most significant blockers for us to renew ourselves & organizations.
- Sometimes, in big changes, the problem isn’t learning: it’s unlearning.
Agility;
Stop Old Habits/ Behaviors!
Unlearning;
When we learn, we add new skills or knowledge to what we already know.
When we unlearn, we step outside the mental model in order to choose a different one.
3
Steps to
Trigger
‘Unlearning’
- Recognize your current situation/mental model
- Define a new, target situation/mental model
- Insert new practices/habits to kill the blocking attributes of old model
1
Recognize your current situation/mental model - 50 min
Which characteristics of management & teams are currently present?
- Here, divide your audience into groups of 4-6.
- Give set of behavior cards to each group.
- Ask the groups to select the behaviors that are familiar to them in their current organization.
- Push them to be harsh about themselves 🙂
- When they select the cards, give the posters and ask them to stick the cards accordingly.
Case 1: Great, You Are There!
- When the groups finish their work, show them these possible patterns.
- Case 1: no need to continue to the workshop try to learn from them.
Case 2: Invest More to Grow Your People
Case 3: You Are Blaming ‘Them’!
Case 4: Start to STOP Yourself!
Case 5: You Are Transforming & Confusing
Example: You Are Transforming & Confusing
2
Define new, target situation/mental model
The Agile LEADER
“Work is not about your position but about your contribution in work.”
Gary Hamel
In a well-running agile organization most “management” is handled by the teams themselves. So the primary purpose of the role is to provide leadership, not management.
You are responsible for creating a productive and an innovative environment for the Squads/teams.
Principles of an Agile LEADER
- Leads as a peer
- Steers via outcomes
- Creates vision and involve people in it
- Serves people more than demanding from them
- Acceptance and Empathy
- Listening and coaching
- Encourages and grows people
- Receives and embraces feedback
- Convince rather than coerce people
- Patience and supportive
- Removes demotivators
3
Insert new practices/habits to kill the blocking attributes of old model - 50 min
Example: Insert New Practices/Habits to Kill Blocking Old Practices
Here, continue with your groups of 4-6.
Ask the groups to select some behaviors to kill (behaviors that are on the left), and ask them to come up with smart actions.
Try to achieve at least 2-3 actions per group.
Share all the actions at the end so that the whole audience is aware of the actions.
End the session with commitment from the audience to act on their own actions…you may address a second workshop to follow up them..
We suggest you to run this workshop every 3-4 months with the management team to achieve some progress.
Don’t forget to share your experience and feedback with us! We like to improve the tool accordingly.