• Liked Kaushik Saha
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    Kaushik Saha - Coaching Influence to bring the culture in organization on COLLABORATION and TEAMWORK

    What is the background situation/context for your probe?

    In today's industry era, we always talk about "Agility" and "Transparency" in the Transformation Journey, but we definitely need to analyse whether transformation journey would be successful without "Collaboration" and "Teamwork" and how "Coaching Community" can make the transformation journey effective with bringing the people together, inspire the achievement of shared goals and provoke win-win solutions.

    Also, the responsibility of Coaching CoP to bring awareness among the people, generate desire, apply relevant knowledge and ability to transform them into new vision and focus on sustainability in long-run.

    What is (or has been) your hypothesis?

    Key Mindset Shift and Behavioral changes can play important role for working as a team with self-organized and collaborative way to deliver the value to the organization. 

    Now, how to bring Mindset Shift and Behavioral Changes ? 

    • Think big, but Start small
    • Ask questions to audience "Why" and "Why Not"
    • Don't provide any upfront Suggestions, help them for "Improve Thinking"
    • Test Quick and Scale to Size.
    • "GROW Model" on Coaching Assignment/Roadmap  to measure the success.

    * GROW (G - Goal Setting, R - Reality Check, O - Options Discovered, W - Way Forward)

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Few ingredients of collaboration and teamwork :

    • Focus on strengths of the team (individual and collective)
    • Commitment to teamwork
    • Respect each other in team
    • Courage to take decision together
    • Openness to say "No" and ready for "Productive Conflict"
    • Alignment to a common goal and shared vision
    • Cumulative results that are measured and published
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to explore different coaching models and hear from other Agile Evangelists which can definitely bring value to the organization to transfer into Agility.

    • Value Creation (Building bonds and connections)
    • Resolving and negotiating to create optimal solutions in situations of conflict.
    • Inspiring, guiding the people towards the vision and goal by using the "Golden Circle" (WHAT-HOW-WHY)
    • Removing Organizational Level Impediments with Leadership Coaching Strategy
  • Liked Yash Pal
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    Yash Pal - Anatomy of VALUE in Agile world

    What is the background situation/context for your probe?

    Do we really know why are we developing a certain piece of functionality or a product?

    Do we know how to measure the impact of what is being developed?

    & Are we really keen to evaluate what brings success to our business?

    In this era of agile realm, a lot of talks, discussions & debates starts & ends with “VALUE” delivery to customers. Alas! even after that we see daily instances of changing priorities, unhappy customers, challenges of customer retention & adoption, business loss & instability, approx. 65% unused product features, misaligned teams at all layers, and a lot of daily life struggles to be agile amidst all this.

    In summary, people face challenges in understanding what exactly is so called VALUE, how they need to derive it, and finally how to measure it from the intended dimensions of value.

    What is (or has been) your hypothesis?

    My hypothesis starts by -

    - Creating basic understanding about Value at all levels of the organization

    - Scaling the understanding to evaluate multiple dimensions around value

    - Creating an “Organizational Value Framework” to help teams in deriving the relative value of organizational initiatives with customer being the focal point in all decisions making

    - Finally, measuring the delivered value to accordingly plan/design their OKRs in sync with delivered value

    This hypothesis helps the business people to understand how market needs & competition drives their business priorities in addition understanding their customer needs better, & at the same time creating alignment from top to bottom to effectively plan their program increments, sprints & releases to ensure happy customers, motivated teams & individuals and finally growing & stable business outcomes in this VUCA world.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    In my earlier experiences with this approach, organizations have been successful to a greater degree to prioritize their organizational initiatives out of available options by relatively measuring the value of those initiatives, helping teams to build their OKRs, then letting the teams to figure out what problem or need of customers they are going to solve to create impact on customer’s lives and finally measuring the success of customer experience to track the delivered value and at the same time helping the business to also measure the business outcomes to continuously inspect & adapt.

    In simple terms, it’s a framework

    - Which can help the business people to filter the priority value initiatives/ objectives

    - Breaking them down into quarterly OKRs

    - Identifying customer needs which would hit the key results & delivering them through EPICs/ user stories

    - Tracking the customer experience through one of the Google frameworks

    - Finally, measuring the intended business outcomes & ensuring a continuous PDCA

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I am on continuous journey to explore, understand & learn what is VALUE in different contexts for different organizations & people, and how are they creating & delivering value to sustain in this ever changing VUCA world.

    So, this is a try to learn, unlearn & re-learn different dimensions around value & it’s framework with other coaches in this camp.

  • Liked Raval Devang
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    Raval Devang - Service Management importance and sustainance in Transforming Organisations

    What is the background situation/context for your probe?

    Number of organisations move towards Agile Way of working which is preliminary focused around the development and delivery practices. Strategies and Objectives are set to move towards new ways of working, which is the need of an hour for the organisations. In such situations, there is a tendency to ignore service management despite of strategy being explicit about it. Customer wants faster and valuable service but most importantly the stability of it.

    What is (or has been) your hypothesis?

    We need to embed service management best practices (such as ITIL) as norms. There should be wide spread understanding of the Business, Customer and Regulatory impact due to service stability issues. Data is the key - measure service stability data and present in a meaningful way to take proactive decisions. The business value should be assigned and showcased on the service stability data. Injecting service management practices as part of team's DNA is the key for the sustainance.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Have been working with some of such teams. Embedding a culture of ownership of Service management and developing Data driven organisation are the keys. Embedding service management best practices, Presenting meaningful service stability data, monitoring on real time basis, daily stand-ups as checkpoints to take proactive actions and showcasing the service stability to the customer.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Keen to know how transforming organisation are handling service stability and overall service management. How DevOps practices are applied and made a difference? How do the organisations sustain the service stability?

  • Liked Jayaram Hegde
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    Jayaram Hegde - Design Your Coaching Agreements through Collaborative Frameworks

    What is the background situation/context for your probe?

    How effective is our Coaching model ?

    How adaptive are we in terms of the approaches to manage Customer needs and challenges ?

    & How are we evaluating the Coaching journey along with our Customers ?

    As part of coaching engagements we need to ensure expectations are clear, agreed and shared between the coach and coachee. This sets everyone up for success by creating WIN-WIN scenario. During every new coaching engagement, designing Coaching Agreement is the essential element in coaching journey that sets up the expectation and direction ahead of us (both Coach & Coachee).

    Designing this Coaching Agreement is never an easy ask!! Many times Coaches/Coachees miss few of key elements (like challenge to address, options, current state aka as is state etc.). This is because Coaching Agreement discussion many times may not be recorded properly using Collaborative Frameworks that can be quite handy for future reference and easily adaptive in nature.
    In Summary, study shows that Visualization tools (principle on which Collaboration Frameworks are based) always assist in better way of strategizing, planning and executing the tasks. As we are living in VUCA world, with increased complexity and uncertainty there is always need of using ADAPTIVE tools which can be simple and quite effective.

    Collaborative Frameworks which are based on Visualization Techniques provide necessary tools to make the life easy for people working in VUCA world.

    What is (or has been) your hypothesis?

    My hypothesis is that –

    • During our day to day working environment - especially in Agile WoW (irrespective of the frameworks being used) we have lot of opportunities to plan, strategize, brainstorm, innovate and generate ideas. These will always be incomplete without the application of Visualization techniques.
    • Agile originators have provided a framework for improving innovation, but there has been a missing piece - Collaborative Frameworks (influenced by Innovation Games ideas) offer ideas, tools & practices to aid the innovation process at its most critical point - product management, particularly visioning & roadmaps identification.
    • Key to innovation is creating collaborative, interactive, visually-oriented, fun, business-driven-environment for people

    Visualization techniques in any forum help people to inspire creativity, focus and generate a shared vision. Usage of Visual Metaphors aid the collaboration between people, generates ideas and thought process by bringing better alignment at work. Visual Metaphors are by default Agile in nature (adaptive, transparent) and also they are easy for humans to remember in a long run !

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    In my earlier work experience,

    • I found people are more engaged, enthusiastic, energetic and collaborative in nature when any key discussions are replaced by Visual metaphor or Collaborative frameworks.
    • Teams & Organizations have been successful to a greater degree to prioritize their organizational initiatives out of available options by better planning, strategy, brainstorming and idea generation techniques.
    • Through these dynamic/adaptive coaching agreements teams & organizations were able to achieve business agility with minimal impact.
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I am firm believer of continuous learning. As I am on continuous journey of explore, understand & learn how beneficial Collaborative Frameworks have been for organization & people, and what differences they are creating to deliver value and sustain in this VUCA world.

    Would be curious to learn from other coaches/practitioners/change agents of different culture and take some new learnings (for me personally) through their experiences.

  • Liked Prabhat Verma
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    Prabhat Verma - The astounding power of Lego and Liberating structure in the journey of transformation

    What is the background situation/context for your probe?

    The success of transformation depends upon the proper way of facilitation. Facilitation is important because meetings of large groups of people can be very hard to organize as well as to control when they are in progress. A facilitator can help members of a group get to know each other and learn to cooperate.

    To understand new ways of working in any organisation, we need to facilitate in such a way, where everyone can not only understand this but they also collaborate and contribute their inner thoughts. Lego and Liberating structure are the best facilitation tools for this.

    LEGO bricks are medium for communication; participants could express complex ideas through metaphors and storytelling. Lego is a kinaesthetic learning approach where a person/group can predict their mind map through the use of plastic bricks. Person/groups construct mental models in order to understand the world around him/her by emphasizing the value of prior learning and experiences.

    Liberating Structures are a selection of 33 alternative structures for facilitating meetings and conversations, they quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone. Liberating Structures are a disruptive innovation that can replace more controlling or constraining approaches.

    These are one of the best facilitation techniques which are quite prevalent in the agile transformation journey.

    What is (or has been) your hypothesis?

    My hypothesis involves:

    • The use of these facilitation techniques in Portfolio, program and team level helps in engaging people at organisation level.
    • It helps smooth of conduct of various agile ceremonies.
    • It will fetch the solution of any complex problem in an easy way.
    • These are one of the best facilitation techniques in which we can easily engage persons to build transparency and trust, by expressing a complex problem in an easily understandable way. It will give a tremendous amount of value in the transformation journey
    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I have tried these in my organisation with the various level of the hierarchy, such as:

    • Facilitate to build psychological safety
    • Generate innovative ideas with portfolio level
    • Engage various department in the transformation journey through a mind mapping and easy way
    • Organising group facilitation to understand and new ways of working through Lego and Liberating structure
    Is there a specific skill/technique you would like to learn/explore at this coach camp?
    • I would like to explore that if there are any other ways or usage of Lego and Liberating structure.
    • I am also keen to learn if there are any other best techniques in the market from that I can easily build transparency/trust and get the easy solution to any complex problem.
  • Liked Gayatri D Kalyanaraman
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    Gayatri D Kalyanaraman - Facilitated Self-Coaching as a tool for Change management

    What is the background situation/context for your probe?

    I am an agile evangelist who's tried to use knowledge in technology to coach teams and organizations in improving their agility. My focus has been in the teams and leadership. Within teams after a few changes and coaching, the change that we bring in sustains for a long period of time if there are minimal anti-patterns introduced by the ecosystem. 

    What is (or has been) your hypothesis?

    My hypothesis is to find a way to create a Self coaching module for leaders to enable them to look at themselves in the mirror and bring about changes when the transformation is happening. Many organizations I have observed, there is a vacuum of good agile leaders in the middle. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I have used a self assessment with a scale of 1 to 10 to assess some of the principles and practices that individuals and teams are present and create an action plan to improve those areas. This is a very valuable tool and in the same lines as inspect and adapt. 

    Currently I am creating a similar tool for leaders to use which has worked quite well in three of the experiments that I have conducted.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to explore the technique of how the data teams are organising themselves and what are the learnings from such transformation programs

  • Liked Shiv Sivaguru
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    Shiv Sivaguru - Understanding team's readiness to be a 'startup'

    What is the background situation/context for your probe?

    A large organization acquired a smaller company in a different geography for a solution they had developed and the product had to be integrated into a larger platform of the parent company and owned by a team based in India

    The team that was tasked with this, was more comfortable working as a 'large organization', leading to disappointments with the customer base

    To identify specific interventions and inputs for the team, I, as their coach, needed to understand the individual attitudes of team members towards being 'intrapreneurs'

    What is (or has been) your hypothesis?

    While the team members were technically capable, the cogency and common purpose was missing in the team

    My belief was that the team members did not have a common understanding of what it meant to be a 'startup' under the umbrella of a large organization

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    A simple experiment of scattering some crumpled paper balls on the table and floor of a conference room just before the team assembled helped see the patterns of behavior of individuals as they walked in and later [for the first few minutes]

    I used that to replay to the team about taking ownership and working towards the promises made to customers [the product promise], which then made it easier for the team to prioritize improvements - and experiments - they would like to take up

    the debrief brought out certain reservations, skepticism as well as aspirations and misunderstandings among the team members

    The satisfying result was that the team was ready and eager to take up the challenge of becoming a 'startup' within the large organization

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to learn how other coaches have approached continual engagement of senior leadership and middle management to be supportive of the teams over time

    I would like to explore approaches and experiments to get people [irrespective of role] to share more regularly, even if informally - so that teams and organizations can build the collective knowledge relevant for software delivery

  • Liked Lopa Misra
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    Lopa Misra - Creating a culture of Innovation & Learning - Improving Psychological safety

    What is the background situation/context for your probe?

    Organisations are aware that to thrive in this VUCA world, they have to create a culture of learning and innovation.

    In order to create this culture, people need to speak up, share ideas, feel free to experiment as well as share concerns freely without fear of any negative repercussions yet we have seen and experienced there is something which stops us from speaking up and sharing our thoughts and in turn leading to stress, causing us immense grief and pain.

    As per research a mere 1 per cent, feel “extremely confident” voicing their concerns in the workplace in crucial instances. In another study, 93% of people say their organization is at risk of an accident waiting to happen because people are either unwilling or unable to speak up.

    What is (or has been) your hypothesis?

    My hypothesis is that as much as we talk of creating a speak up culture, it is equally imperative for all of us (senior leaders, managers, employees, change agents) should encourage an ongoing dialogue and create a culture of listen up, being self-aware of how we ourselves contribute to creating this culture. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Have tried and been working on some experiments to validate my hypothesis.

    1. Self-reflect and identify how our own behaviours contribute or impact the safety of people we interact with.
    2. Identify actions which we need to take as individuals to improve the psychological safety in our workplace.
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Ways how other organisations are working on improving psychological safety in their work place and help creating a culture of learning and innovation.Would like to understand how they are able to sustain on the actions.

    As change agents/coaches, we are also impacted . How as coaches we are working on creating a safe environment for ourselves to experiment and learn and create positive culture

     

  • Liked Balaji.M
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    Balaji.M - How Psychological safety and Emotional Intelligence help to Drive and Sustain Change

    What is the background situation/context for your probe?

    Recently i attended Agile Leadership Essentials from Scrum.org, where we discussed on how an agile leader should exhibit his behaviours. Two things i hear in the industry as  Leadership essentials !) Psychological safety 2) Emotional Intelligence. I would like to understand from the fellow coaches, how these 2 aspects are being approached in their respective organisations to drive and sustain the change.  

    What is (or has been) your hypothesis?

    Psychological safety needs lot of let go mindset, we have been trying various approaches during Kick Off, adoption, etc. But not all the initiatives aren't helping to sustain and drive the change.

    Emotional Intelligence is essential for the traditional managers who are at middle and senior level, driving the change needs thinking of how to create the safety to foster sustenance.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I would like to understand from the fellow coaches, how these 2 aspects are being approached in their respective organisations to drive and sustain the change.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Driving and Sustaining the change is the key aspect for agile adoption, understanding from change agents of how they are dealing with the situation will be a key learning for me.

  • Liked Sandhya Gopal
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    Sandhya Gopal - Overcome organisation structural constraints to drive and sustain change

    What is the background situation/context for your probe?

    We find that many enterprises outsource in silos or even slice a team into parts while outsourcing . The reason being the enterprise itself is structured in a matrix form and budgets linked to these cost centers. This is a primary reason for constraining agility with no ownership to drive the vision of agility 

    What is (or has been) your hypothesis?

    Structural changes and organization design is  primary to drive and sustain agility. We see few enterprises making these bold changes , but still slow and no proper guidance available . Have seen success with small to medium changes within the boundary of a 'project' , yet to witness major disruptions

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Keen to validate if this is a space we will have more industry thought leadership going forward and also seek opinions and guidance . Can we drive and sustain agility with a bottoms up approach ? ( team level focus and upwards ) .Share my views and seek opinions

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Organisation design - approaches , experiences, guidance 

  • Liked Ramanathan Yegyanarayanan
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    Ramanathan Yegyanarayanan - William Oncken freedom scale for Coaches

    What is the background situation/context for your probe?

    Understanding the level of freedom of your coachee for you to approach the coachee for the coaching conversation 

    What is (or has been) your hypothesis?
    How to understand the level of freedom of each employee in an organization and how managers can:
    • Train employees to become self-reliant rather than boss-reliant
    • Free up time for personal and professional relationships
    • Attend properly to planning, organizing, and leadership—making sure things stay on time, on track, and under budget
    • Confront the belief that "If you want something done right, you've got to do it yourself"
    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    FREEDOM SCALE

    Like most employees, managers want to make their boss happy. They don't want to step out of line but often don't know where that line is drawn. Managers working under a cloud of anxiety will not perform as well as they should. They will often bother their boss with minor details in order to save themselves from doing something wrong. Bosses need to free managers from this complication. William Oncken Jr., author of Managing Management Time, created a  "management freedom scale" to help managers understand how to make decisions. 

    CONSIDER THIS: If a person does not know what is expected, he cannot effectively make progress in an organization. Tell your employees what you expect of them.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    want to explore this five-point scale which lists the most common ways in which managers approach the decision-making process:

    1. WAIT until being told.
    2. ASK what to do.
    3. Recommend, then ACT.
    4. ACT, but advise at once.
    5. ACT on your own, routine reporting only.


    Option one should never be allowed. In ordinary situations, managers should not pester their boss by asking what they are supposed to do. Managers are supposed to think for themselves. Managers should be told they must operate under options three, four, or five. This frees the boss from having to make unnecessary decisions and frees the manager to devise methods of leadership that work well with his or her personality.

  • Liked Vishal Prasad
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    Vishal Prasad - Why I stopped Coaching Agility and so should you!

    What is the background situation/context for your probe?

    The story goes ...

    During the Agile Coach Camp at Agile India 2019, we had an interesting discussion driven by Woody Zuill around the concept of Organisational Inertia. This has been a topic of research since the early 80s with the newest research in 2000s as well. The research basically revolves around two aspects:

    1. An organisation's incapability to keep up with major shifts
    2. The resistance towards change

    These don't necessarily stop change from happening but considerably slows down the shift. With organisations struggling to survive in a VUCA world, Organisational Inertia becomes one of the critical factors for consideration. Enter, an Agile Coach! Our industries have heavily invested in them in the recent past and continue to do so in order to help them survive in this VUCA world. Shane Hastie addresses this as the Golden Age of Agile Coaching in which coaches can help the poor souls navigate themselves during a period of turmoil. I respect that.

    But my evil mind links the concepts of Organisational Inertia and the Golden Age of Agile Coaching differently; so during the Agile Coach Camp, I asked folks to run a Thought Experiment which I also mentioned in my talk during Agile India 2019.

    What is (or has been) your hypothesis?

    My hypothesis is: "We can deploy Agile Coaches in organisations and hopefully the organisations will overcome their inertia in 10 years to provide a better work experience to their employees. Contrarily, if Agile Coaches cease to exist, organisations may crumble under their inertia in 5 years and the ones left will be great places to work" ... from a Behavioural Economics standpoint, the second option seems better.

    I decided to SLICE and probe this hypothesis and began my experiments on 3rd June 2019, the day after I finished my last batch of ICAgile's Agile Coaching training. At the time of submitting this position paper, I've been running the below mentioned experiments, and it hasn't been easy to deliberately take a step back from coaching interventions. The observations have been interesting (if not amazing) so far and this is my experience that I wish to share during Agile Coach Camp 2020.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Below are the experiments that I have been executing, details and observations of which I would like to share and get views from fellow coaches.

    1. Hypothesis: Anyone can be an Agile Coach, not everyone should.
      We have recently seen an explosion in the number of Agile Coaches, a lot self proclaimed and a lot driven by certifications. This hypothesis states that although it's fair to teach coaching skills, not restricting coaching as a practice to a select few may do more harm than good.

      Experiment 1.1: The effects of having a Code of Ethics for Agile Coaches.
      Experiment 1.2: The effects of making the Agile Coach certifications obsolete or extremely difficult.

    2. Hypothesis: Not talking about agility improves agility for others.
      Although this takes a lot from coaching skills, this hypothesis states that just the act of limiting the propagation of information around agility can lead to an increase in agility compared to current rates.

      Experiment 2.1: The effects of social media on the knowledge of agility.
      Experiment 2.2: The effects of deliberate silence by experts around agile practices.

    3. Hypothesis: Degree of agility cannot be measured objectively.
      This hypothesis states that any metrics to assess agility will yield incorrect results and cannot be considered as the basis of any change / transformation initiatives.

      Experiment 3.1: The effects of assessment surveys and variation in formats.
      Experiment 3.2: The effects of objective goals for organisations / teams undergoing a transformation.
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I'm particularly interested in learning experimentation techniques used by fellow coaches in order to see how it differs / concur with my own technique (SLICE).

  • Liked Rashmirani Rathaur
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    Rashmirani Rathaur - "ACE" Key to sustain in agile environment

    What is the background situation/context for your probe?

    In my day-to-day life, when it comes to implement an agile framework or to sustain with agile in VUCA world ACE helped me in all the ways. At the team level, enterprise level, project delivery and at program level alignment, communication and engagement are the keys of success.

    What is (or has been) your hypothesis?

    Being a mentor, coach and change agent, I am dealing with the process and people. As an agile practitioner always believes in four values of agile and would like to see people around me follow it religiously. These three keys Alignment, Communication and Engagement help them to be focused towards their successful achievement of goal in VUCA world.  

    Alignment in agile enterprises is not limited to people and skills, but we can see it at each level from all the aspects:

    • Alignment at product level
    • Alignment at process level
    • Alignment at technical level

    Agile encourages a casual and direct form of quality communication that provide environment to the client and development team to work more closely together and always be in sync and on the same page.  Frequent communication helps agile teams in better performance, which results into a satisfied customer and a much better final product.

    Agile influences improvement in team members Engagement through values and ceremonies. Agile Team members know better:

    • What they have to work upon?
    • They know what skills and equipment required to deliver work better.
    • Clear vision towards set goal
    • Their opinion matters and can share failure/success as a team.
    • They have the opportunity to learn and grow
    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Whatever I am sharing here is not an experiment but an experience.

    Alignment helps enabling autonomy, agile teams need to be self-organized to be efficient whereas, enterprise needs to be efficient by maintaining alignment among across teams.

    Agile is based on openness and feedback. Effective communication helps in building a better culture within the enterprise whereas frequent feedback/communication in agile team’s results in better performance of the teams what helps them deliver better product.

    The Engagement approach empowers people across enterprise seek feedback in such a ways that helps on a shift in the cultural mindset. It improves collaboration among teams, business and customer easier and more focused.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    This will be my first experience with the coach camp, looking forward to exploring new techniques of coaching and agile way of working with knowledge sharing with the agile practitioners.

  • Liked Preeti Desai
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    Preeti Desai - Bringing in the DevOps revolution in an organization

    What is the background situation/context for your probe?

    Bringing in the DevOps culture in a service organization starts with the very basic aspect of the mindset of the organization. Shifting from a fixed mindset to a growth mindset is a huge shift and needs sustained efforts to do so. What needs to be done on the sustained efforts is context of the probe.

    What is (or has been) your hypothesis?

    The hypothesis is that this change has to start with the Leadership having the right mindset and then having a change agent to start the journey. However just 1 or 2 people who are the agents cannot bring in the revolution in the organization. As you interact with one set of people similar change agents need to be identified across the organization to ensure sustenance.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Practical things done in our organization

    • Came up with Process documents that are available at an organization level.
    • Published the DevOps Maturity Assessment targeting the entire leadership to bring in their focus on the availability of the same
    • Identified the innovators and the early adopters in the organization.
    • In terms of implementation, targeted the early adopters and on a cadence basis had touch points with the leadership to show the progress on the journey
    • Implemented Lean Chai sessions with the DevOps enthusiasts across the organization. This is a learning forum with a monthly cadence.
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    What has been done in other organizations is what I would like to understand more about at this coach camp.

  • Liked Kavita Sawant
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    Kavita Sawant - Cultivating an Agile Growth Mindset as part of the Organization Culture

    What is the background situation/context for your probe?

    Agile is more of a Mindset and Behavior. For any organization to be truly Agile, one needs to imbibe the Agile behaviors in the culture of the organization. With this as a context, we have tried out couple of experiments at my organization to see how Agile can be ingrained in the mindset.

    What is (or has been) your hypothesis?

    The hypothesis for this premise is that change agents can drive change initially. The early adopters can be targeted first for the Agile mindset change. However sustaining the changed behavior across all teams is something that needs to be done differently. Practices need to be established at organization level so that Agile mindset becomes the default DNA of the organization.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    There are couple of practical experiments that we have tried at our organization.
    1. Lean Chai sessions - Roughly based on the popular Lean Coffee approach - however rather than being open ended, these are focused group forums. We have had a lot of learnings while setting up these sessions in terms of cadence, audience, topics , etc. Having tried this for more than 2 years - we have now come up with a sustainable approach to bring in the continuous  learning and sharing mindset across Agile teams.
    2. Book Club Meet - Another innovative experiment tried and working successfully at team level. We are yet to scale this at organization level. However the idea is to use Mind maps as a tool and spread learning/knowledge via books.
    3. Yearly Agile Day event - This is run as a yearly event in our organization in first week of December. We recently completed the 3rd edition of Agile Day in Dec 2019. We see this as an innovative way to ingrain the Agile Mindset within the organization.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Once teams undergo Agile transformation from a process perspective,  the most difficult part is to sustain the Agile mindset. I would like to explore how other coaches have run different experiments specifically to sustain the Agile mindset across teams. 

  • Liked Anna Obukhova
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    Anna Obukhova - Result authorising tool

    What is the background situation/context for your probe?
    Result Authorizing tool gives  SM an understanding of what is blocking people from getting great everyday results and engagement and is an essential Scrum Master tool.  This tool reveal that how we internally speak about our result influences how we understand our result. Thisis al linked with neurotransmitters release (dopamine and serotonin in this case) and we will discuss how it feela and how we can manage that. There is a clear protocol how result authorising should be done, it was tested on hundreds of people, but at every test we find new patterns and blocks and my test is to confirm is that absolutely independent on the country-culture or there are any differences?
    What is (or has been) your hypothesis?

    There is a clear protocol on how result authorising should be done, it was tested on hundreds of people, but at every test, we find new patterns and blocks and my test is to confirm is that absolutely independent on the country-culture or there are any differences?

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I would like to run a Result Authorising exercise, it is 15-minute prep and about 20-minute exercise (in pairs) with a 10-minute discussion afterward. Would like to compare the results with the ones I already have.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would be interested in ice-breakers and other techniques that can add fun to my training.

  • Liked Rajendra Prasad
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    Rajendra Prasad - Recursive Agility

    What is the background situation/context for your probe?

    Vendor Agile and Cycle of adaptability. Services Agile is not the same a Product Agile and the same principles do not apply. Agile transformation, agile adoption and agile maturity are not the same when dealing with a highly volatile services market. How do we then ensure we make agility stick and what changes in culture and mindset is required to make Agile work in a constrained environment.

    What is (or has been) your hypothesis?

    People and teams make or break Agility

    Dynamics of Learning and Safety will decide the outcome of agility

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Pre-Agile recipes that help the team understand the why and how.

    Intermediate stage where Agile is run more for the sake of doing Agile

    Continuous Adaptability as a process and Continuous Improvement as an aspiration

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    How Quality of hiring and the dynamics of high performing teams intersect and what is the middle ground we can look at to make small changes to self organising autonomous teams.

  • Liked Sam Bowtell
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    Sam Bowtell - Breaking down the barriers between India and Australia

    What is the background situation/context for your probe?

    We have 3,000 people in Chennai and Bangalore who work for CommBank via our technology partners HCL and TCS. Over the years I have been connected with our colleagues in India, but when I started working closer with them and travelled a few times to visit, I realised that I was somewhat ignorant of the cultural challenges they have with feeling included as part of CommBank and feeling safe to speak up.

    In Oct 2017 I travelled to India for the first time with my colleagues Tony and Simon. We talked to people from many different teams, some working with CommBank and some from other companies who had also established a model with people working in different countries and cultures. It was interesting to listen to their experiences and how the happiest and highest performing ones were where the barrier between the organisations had been fully knocked down and they felt as one team regardless of who works for who formally.

    What is (or has been) your hypothesis?

    Many other people based in Sydney seemed to share my ignorance of the challenges our colleagues in India faced. There is a fear of speaking up and resistance to being fully open and transparent, which has come from the mindset that they work for a supplier (HCL or TCS) and that we work for the client or customer (CommBank).  This is the barrier or wall that I wanted to tear down.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    On my visits I made connections with many coaches, scrum masters and leaders based in India. When I returned to Sydney, I invested time to connect fortnightly with them, and to switch on my Skype camera to re-create the power of face to face contact, which is so important in maintaining and growing a distance relationship. In these connections I made the space for them to speak up and share equally and encouraged them to try new things in their workplace that they thought would make a difference. I also made an effort to change my language and they did the same. We no longer used words like ‘onshore’ and ‘offshore’ to describe where we are located, and instead use the more inclusive terms like ‘Sydney office’ and ‘Chennai office’….a small step but one brick at a time the wall started to fall.

    2 years on and we still connect fortnightly and still see each other’s smiling faces. We check in and share how we are going at home and at work, and problem solve issues that they need help with. The creativity and ideas I have seen come from our colleagues in Chennai and Bangalore have blown me away, and all I did was create a safe space for them to contribute, to be themselves and to have fun. This is what true inclusion can give, where the walls between organisations are knocked down and people feel they have a genuine equality of voice regardless of who they work for or where they work

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Just keen to meet and learn anything and everything from the people who attend

  • Liked Anand Lokhande
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    Anand Lokhande - Journey to the center of the Agile universe

    What is the background situation/context for your probe?

    In a rapidly changing technology world, it becomes of paramount importance for every knowledge worker to stay abreast of the changes and updates. As individuals we are guided by our own interests to specific types of technology and management studies. In the past few years, I have been researching on the entire concept of stakeholder engagement in project management. As much as managing the team and the resources is necessary, so is, managing all the stakeholders. Yet there are no specific frameworks across industries and sectors which can help guide middle level project managers to engage with stakeholders effectively. Coaching therefore is perceived as an important tool to guide and direct the project leaders/managers to navigate their way through the complex ways of engaging with stakeholders. As the demand for large scale implementations rises, complexity of the engagement increases. There is a need to understand and analyze the specifics of stakeholder engagement through the eyes of a coach. The coach is at the center of the agile project universe, which is a paradigm shift from the project manager being at the center in the predictive methods.

    What is (or has been) your hypothesis?

    There are three hypotheses that I would like to test


    1) There is relationship between effective coaching and effective stakeholder engagement on any project


    2) The knowledge and previous practical work experience of the coach is important for guiding the team on successful engagement of stakeholders


    3) The success of the coaching exercise is related to the success of the project

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Conduct a workshop with the participants

    Create a problem statement and facilitate recommendations process

    Analyze the recommendations and brainstorm on the same with the participants

    Finalize the top recommendations

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Conduct a workshop with experienced practitioners

    Role play

    Facilitation exercise

  • Liked Peter Maddison
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    Peter Maddison - Finding the tooling balance

    What is the background situation/context for your probe?

    As we undergo digital transformations in organizations we bring in new tools to enable capabilities that will accelerate the delivery of value to customers. Problems occur in the traditional enterprise when they try to balance the adoption of these new tools with the operational overhead of managing them. Switching to SaaS solutions isn't always an option (data locality, scale, cost) and companies run into unexpected issues with managing their newly added complexity.

    What is (or has been) your hypothesis?

    My hypothesis is to ensure we introduce integration to scanning and monitoring tools. Building this into the delivery platform itself allows for the build-out of opinionated pipelines and the reduction in decision points in the delivery team. In order for this work, there needs to be a clear understanding of what is supported by automation. This is best achieved by having a central platform team responsible for seeing these capabilities are in place. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Building a tools strategy, creating a community and appropriately allocating funds can all help. Allowing developers to experiment while still ensuring we have the right governance in place requires a careful balance. Understanding how different companies have approached this problem at the different stages of maturity and scale will allow us to see what is working and what is not.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Ways to properly manage this tooling complexity and thoughts on the best ways to streamline the adoption of new tools. 

  • Liked Gino Marckx
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    Gino Marckx - A single datapoint allows for valuable prediction of future productivity

    What is the background situation/context for your probe?

    Many delivery teams use velocity as a measure of productivity and even base performance predictions on it. Because of this idea that velocity is a meaningful metric for the productivity of a team, management continuously expects a better velocity and teams continuously find ways to improve the number. 
    I believe that the use of velocity drives unwanted behaviour and is a poor indicator for future performance. 

    What is (or has been) your hypothesis?

    Throughput is a much better indicator of productivity, can be used for forecasting and drives behaviours that can sustainably improve a delivery team. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    We have for multiple teams measured throughout while the team was still working with velocity. We have seen more accurate prediction of future performance and have seen the teams move towards delivering smaller slices of functionality, because that’s the only way to improve throughout besides actually improving productivity.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Various ways to use evidence and data for coaching teams. 

  • Liked Seema Noronha
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    Seema Noronha - EFFICIENCY VS FLOW IN PRODUCT TEAMS

    What is the background situation/context for your probe?

    As more and more organizations are adopting the Product organisation structure, and DevOps teams, within the service organizations we are often faced with this question on how this change will impact utilization and efficiencies. Will there be an adverse impact, especially if we let go of the efficiencies of scale we derive when doing operations as a horizontal service.  As we are embarking on driving such a change to a Product oriented organization for a large client, these are pertinent questions that we are facing

    What is (or has been) your hypothesis?

    When we focus on end to end value, the benefits far outweigh the benefits of utilization. While cost efficiencies is an important factor, it should not be looked at in isolation as efficiencies for certain services, but from an end to end product TCO perspective. Also, automation plays an important role in such a transformation. However, these benefits take time to materialize. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Would like to understand from fellow coaches on how they have navigated this issue and resolved the efficiency paradox.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Driving and sustaining pace of change, and keeping up the motivation levels of teams during the transformation journey, in the face of roadblocks and setbacks. 

  • Liked Edo S.P
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    Edo S.P - Mastering Silo to Increase Your Organization’s Agility

    What is the background situation/context for your probe?

    As the organization grows, Silo naturally exists.

    The word “silo” today is thus not just a noun, but can be employed as a verb (to silo) and adjective (silo-ized). And the crucial point to note is that the word “silo” does not just refer to a physical structure or organization (such as a department). It can also be a state of mind. Silos exist in structures. But they exist in our minds and social groups too.

    What is (or has been) your hypothesis?

    In terms of collaboration and getting things done, people oftenly sees Silo as a disadvantage.
    But there are times that people failed to understand: Silo naturally exists, as the organization grows

    In team, department or organization level: knowing the history, purpose, advantage, and disadvantage are helpful to observe, diagnose and master it (Silo).

    In addition, keeping these factors in check:

    • Boundaries in a big organization flexible and fluid
    • Reward and Incentives
    • Information Flow
    • Re-taxonomy how we organize / works
    • Use “Technology” to challenge our Silos
    • Thinking as an insider & outsider of the Silo

    Is beneficial to master Silo

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    There are approaches that can be selected - situational based

    • Innovation (Week, Day, Hackathon)
    • Change your formation regularly
    • Change your word (re-taxonomy)
    • Understanding power dynamics
    • Opening Information to all member / transparency
    • Keep improving the organization’s Performance Management System
    • Make people think as an Insider and Outsider
    • Help different teams to collide and bond
    • Create unplanned constant interactions

    Try doing experiment based on your own context

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Keen to explore other Silo pattern, and techniques to master Silo

    • How do you turn Silo to the organization’s advantage?
    • How to turn teams to be more collaborative?
    • How to drive more change, from the grass root level?
  • Liked Rucha Ramchandra Kapare
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    Rucha Ramchandra Kapare - Peer to Peer Performance Assessment by Embracing Performance Kaizen

    What is the background situation/context for your probe?

    Every organisation hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organisations in the world had a ritual called yearly goal - setting. Many organisations still continue with this where the HR cascades a set of goals set by the organisation's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organisations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to un optimized results. With the advent of business agility, this focus shifted towards continuously learning & improving organisations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organisations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organisation goals were no longer directly accessed by every employee.

    What is (or has been) your hypothesis?

    When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organisation's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organisation's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organisation's objectives.

    I propose using the ‘Peer to Peer - Performance Kaizen method’ which aligns the above two systems with a flavour of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organisations can thrive. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    To validate this hypothesis, I conducted the performance assessment of 14 team members in the Kaizen way, where we met every month for peer to peer assessments and saw a drastic improvements in performance in a period of 12 months, Jan to Dec 2017(performance). Case study proceedings and finding attached here https://www.slideshare.net/secret/34MOUcoXnOKts1  

    https://www.youtube.com/watch?v=RsjHao3OhWM&t=862s

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    In this coach camp I would like to share my experience of using this technique and learn what perspectives other coaches have to this approach, identify any areas of improvements and promote the peer to peer assessments so that I have a bigger group to further validate this hypothesis in different cultures and types of organisations.

  • Liked James Zhang
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    James Zhang - Start with authenticity, thrive with openness

    What is the background situation/context for your probe?

    After observing many differents teams and being in different teams, what I've always experienced is that teams with people who can show up as themselves whilst showing great care and respect for their team mates always end up working better together and are aligned on producing the best possilble outcome they can give. Authenticity creates the foundation for trust and understanding.

    What is (or has been) your hypothesis?

    Before we can effectively collaborate with other people, we need to first understand each other as humans and build a stronger working relationship.

    What would happen if we created a whole day to focus on setting up a team for success before throwing them into a space together to solve business problems?

    If we just did this, we would see an increase in team happiness, engagement and focus to work together on continuous improvement.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I have run a mini workshop (1.5 hrs) with 10 people who haven't worked together before to share stories on their upbringing, getting out of their comfort zone and play a number of improv games to create an environment that celebrates creativity and mistakes whilst working together to achieve a better outcome. The used for the session was a set of psychological safety questions - the score was out of 5 and overall, it went up from 3.27 to 4.44

    What I'd like to experiment this time is spend an entire day focusing on building a team rather than just 1.5 hrs

     

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    If I could explore only one thing, it would be to get everyone to self-reflect and share their own unique stories about their upbringing and what events as led them to be the person they are today.

    Other techniques we could explore may include:

    - Improv Games

    - Collaborative Problem Solving that involves everyone to play their part to win

    - Writing their own Identity card (what I value, my strengths, what I bring)

    - Share their failure moments

  • Liked Hrishikesh Karekar
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    Hrishikesh Karekar - Influence of Coach & Leaders’ Bias on Agile transformation outcomes

    What is the background situation/context for your probe?

    Agile transformations happen in a certain context. with two very critical parameters. One is the orientation of the coach who is guiding the transformation. The second is the leaders’ who are key stakeholders and decision makers in the organization being transformed. Depending on this, different results have been observed in programs. This is an attempt to capture the same in a model. It looks at the combination of those parameters and possible outcomes. In the ideal world we would expect an agile coach to have a balanced approach focusing on both practices as well as mindset change. However in reality often a bias is observed, orienting the coach and the leader towards a particular disposition.

    The VUCA world is not linear. These are definitely not just the two parameters that are involved and more importantly people are not black or white. These are complex systems. A systems model based approach looking at their major dispositions allows us a thinking tool. It can be leveraged for better discussions and probing solutions.

    What is (or has been) your hypothesis?

    The diagram below represents the hypothesis in the proposed model. The X axis represents the coach disposition and Y axis the Leaders’ disposition. It leads to a 3 x 2 grid that describes the possible transformation outcomes with the combinations. The hypothesis is further elaborated in the blog given below

    http://hrishikeshkarekar.com/2020/01/influence-of-coach-leaders-bias-on-agile-transformation-outcomes/

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    The model described above is a conceptual model. It is primarily based on personal observations and discussions with many coaches who have been involved in large scale agile transformations. Like all models, its a thinking model. It can aid in understanding a context and taking corrective actions it’s still a hypothesis.

    I would like to run a survey that will provide empirical data that validates or invalidates the hypothesis. Survey results from seasoned practitioners would definitely throw more insghts that validate and can help to refine the model further.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Advanced system modelling techniques or a real life example that uses causal loop would be very interesting to experience.

  • Liked RAMYA SHYAMA
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    RAMYA SHYAMA - Change in need is a change indeed

    What is the background situation/context for your probe?

    In the Lean/Agile world, though these words seems to be very familiarly being used. But, the understanding differs with each individual or team or Project. This has gradually created a VUCA bubble in the work environment.

    To bring in harmonized and synchronized understanding and process, I as a Lean coach in my organization wanted to set a common integrated Culture by defining and setting up a software process model across different Business Units and partners whom we were working with for different product developments involving various life cycles of hardware, firmware and software.

    What is (or has been) your hypothesis?

    For any building strong foundation is the basis. So, my hypothesis strongly emphasizes the saying from peter ducker “Culture eats strategy for breakfast”. Culture plays crucial role in any organization. It is an unseen power or institutional habit where everyone is part of, right from the top-level leaders to bottom level developers to support members, etc. when established positively reflects in business/organization success.

    This arises few questions in this context:

    • What is culture?
    • Who are the ‘Culture Setters’ in the Organization?
    • Who changes the culture and what are the challenges?
    • What power does empowerment hold to proliferate culture?
    • Is culture only means of success to Business or Organization?

    If the Culture change happens at the right time with right minds and hands, then performance automatically boosts.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    The first task as coach I did was to gauge the leader’s and team’s process awareness quotient. For this,

    • I conducted couple of interviews with leaders and teams to know their understanding of culture
    • Organized reflection workshops with games to support their understanding
    • In batches, trained members with relevant case studies of impacts of culture
    • Enabled the change influencers to bring the understanding in to practice continuously
    • Encouraged teams to ‘Fail early and learn fast’
    • Guided team to stay focused for goals they had to set
    • Enabled teams to define the value definition in terms of key KPIs
    • Collaborated with various stakeholders to identify and address the pockets of improvement to strengthen and proliferate the positive culture

      With these steps at least in one of the business lines, the management are seeing the changes in the way team communicates, collaborates and accepts the success or failures with grace. This has taken a worthwhile, but the momentum is on and is in progressive path of success.

      This also has led to accomplishments of Business partners accepting and gradually adapting the process by establishing similar culture across globe (Multi locations). Together, the leaders and teams take collective accountability and responsibility for the decisions taken to deliver right product.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I am keen to learn

    • How do we Sustain and revive the mindset without getting drawn to outside industry buzz words and practices?
    • What does Value sustenance mean for an agile business/organization?
  • Liked Zafar Ahmad
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    Zafar Ahmad - SlumpBusting: Can Agile coaches help

    What is the background situation/context for your probe?

    Sachin Ramesh Tendulkar, widely regarded as the greatest batsman who ever played the game, scored 9000 runs in 105 test matches he played between 1998-2002 hitting 31 tons at an average run-rate of 57. During the Australian tour of 2003, his scores read 8, 7, 55, 1, 0, 1, 37, 0, 44 totaling 153 runs at an average of 17. The whole world reacted "Yes, that's a slump." Of course, Sachin pulled himself out the slump quickly and went on to play for another 10 years for India scoring 7000 runs in 90 odd tests hitting 20 more centuries.

    The term 'Performance slump' is generally associated with Sportspersons. But, doesn't this phenomenon sound familiar in other professions? Haven't we, as software professionals experienced a similar slump in performance in our career which at times was difficult to understand and unexplainable.  The slump is a period of decline or deterioration, during which a person performs below his /her performance levels.

    What is (or has been) your hypothesis?

    Many times we have read or heard the expression - "Lack of form" associated with a sportsperson but without pinpoint reason for the same. Experts believe that most of the time slump is caused by psychological factors, which may be triggered by a poor performance. And, the pressure of recovering from that bad performance leads to increased anxiety and reduced confidence. The lack of a support system (from family, friends, coaches or administrative setup) further aggravates the situation and the individual gets caught in the quicksand.  The downtrend continues.

    In my opinion, the psychological factor is also the key factor for performance slump in other professions including software engineering. It gets triggered by one event either at work or in personal life. At work, it could be a performance appraisal or negative feedback by the manager on certain activities or peer recognition. Sometimes, it is the monotony of job - mundane activities, routine tasks, lack of creativity, no sense of accomplishment which reduces your interest in your job and pulls down your performance.  Company reorganization, uncertainty, and insecurity of job also happen to significant factors. In personal life, it could be a vacuum created by the loss of a loved one or dissatisfaction caused by unrealistic expectations for oneself or one's children. Again, if that trigger is not contained in a timely fashion, the cycle of slump begins and very soon the person finds himself in a spiral dive.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    As a team leader, many times, I have experienced top performers in my team going through a performance slump in a particular time period. Upon probing, I found factors beyond skill and competence to be the cause of the deterioration in the performance. Usually, I have used one-on-one counseling to help the person in this situation. The counseling spans over a couple of weeks and focuses on the following basics:

    1. Being aware and mindful about what is going on at present - Getting to stop the  mental time traveling
    2. Staying Positive - It is critical to stop being pitiful and start believing in oneself. Talking to oneself and remembering the WOW moments. 
    3. Having patience - Being patient is critical to slump busting because impatience may lead to pressuring oneself. Pressure, whether self-imposed or coming from the manager, always makes the slumps worse. 
    4. Seeking Help - Many of us have inhibitions to share our problems with others. Seeking counseling from a coach or a shrink is very common in the western world but it is almost a taboo in Indian culture. This inhibition is not helpful.  One should share one's problems, situation, thoughts with others and seek counseling from the manager, peers, friends, and family members.
    5. Taking time out - Work-life imbalance is also a fuel for Slump. Slumps are signs that we are running low on internal fuel and you need to pause and relax.  Taking a short break from work and doing something that one enjoys helps. 
    6. Stopping the blame game - Many times, we accuse our managers to be biased. We take their feedback negatively. We blame the organization and its policy to be unsupportive. All these negative thoughts only push us further in the quicksand.
    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I believe performance slump is a critical but unaddressed challenge in corporate life. I believe coaches can play an important role in helping individuals overcome performance slumps. I would like like to share my experience with fellow coaches and validate my hypothesis and experiments by hearing their feedback and thoughts. This would help me in designing my interventions better.

  • Liked Pallabi Das
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    Pallabi Das - Transparency Between Teams and Leadership is "a Myth" or "for Real"

    What is the background situation/context for your probe?

    In the agile world , as an agilist we always talk and advocate about the transparency within the team and with management or the leadership.

    But do that really exist? Do we really have the transparency where team can talk about what they feel and management/leadership is receptive of that?

    What is (or has been) your hypothesis?

    Creating a real transparent environment where people can affirm of a flat hierarchy and people are not intimidated by management and can speak of their mind.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I would like to understand how others have achieve this where there is total transparency between leadership and team. How much help is “implementation of smell-o-meter” to achieve this or are there any other tools or technique which can help?

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Last year agile coach camp was an eye opener for me. It was so enriched experience to meet and learn from the stalwarts from the industry. I believe it will be the same case this year as well.

    Like last year, I am keen to meet and learn from others "what's new" in the ever-evolving agile world.

  • Liked Tithi Sen
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    Tithi Sen - Driving change in the work force's ways of working

    What is the background situation/context for your probe?

    In today's organizational world, almost every organization wants to go through an agile transformation on the ground. But the reality stays that though this desire is formally implemented by the organization's leadership through their vision and strategy but the efforts to change the situation on the ground do not match up and the transformation only becomes a very superficial effort. I would like to understand how to drive such transformation from a bottom-up perspective. 

    What is (or has been) your hypothesis?
    1. Trying to implement agile frameworks and methodologies for the ground level implementation
    2. This has not worked well probably because there is a lack of understanding of the benefits of using agile approach in R&D/innovation space and in the execution of projects in this area
    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I would like to understand how other organizations and/or agile coaches manage this and reach a desirable end state. Further like to get help on what kinds of tools could help in achieving this.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Discovering the appropriate tool kit to be applied for the purpose

  • Liked Jayanthi  Srinivasan
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    Jayanthi Srinivasan - Enabling Business Agility of Disintegrated Organizations

    What is the background situation/context for your probe?

    Most of the organizations are matrix organizations based on competency groups related to Technologies, Process, Testing, Domains etc. Disintegrations could be due to acquisitions also. The team is formed from the respective groups and act as separate organizations themselves. I wish to learn and share my experience as to how we can make a beginning to work on the disintegrated organizations to enable Business Agility

    What is (or has been) your hypothesis?

    Creating "One-Team" mindset, Strategically change the systems in a phased manner with a road map. Currently I am part of the stepping stone to take the journey forward

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Keen to validate by taking up some of the Portfolios by initial consolidation of teams, roles etc and then go large scale

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Enterprise Business Agility and any End to End Scaled Agile frameworks

  • Liked Srinath Ramakrishnan
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    Srinath Ramakrishnan - Developing trusted relationships

    What is the background situation/context for your probe?

     As an Agile Coach / Consultant for the last few years, I find each coaching engagement different.  The common thread across these engagements has been that if Coaches are able to “connect” with the leadership and the teams -  the ability to accept change becomes that much  easier.

    What is (or has been) your hypothesis?

    Any organizational change is successful only when it is both top down and bottom up.  It is said people do not resist change as much as they resist being changed.    This is applicable to members who feel they do not have a voice in some of the changes taking place in the organization. When big changes are thrust on to the teams,  we sense a lack of commitment to the change initiative.

    I firmly believe that to make effective changes in an organization – we need to start from where they are now – understanding their current processes, respecting their roles and responsibilities,   borrowing from Kanban Change Management principle.     And then go on to make small evolutionary changes. 

    An important aspect which would help in accelerating change is to develop trusted relationships with  key members and address some of their issues in a timely manner.  I feel building trust is the foundation to any successful transformation.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    In my Coaching engagements, I spent a good amount of time in the initial stages to understand their current situation, what aspects can be continued and what needs to be changed.  I also tried to build a rapport with the leadership and the teams though in cases  where I  had encountered resistance in the beginning. 

    Some of the books whose concepts/ideas which helped me in building trust and driving change in organizations include Humble leadership, ICF Coaching competencies such as Coaching presence, Active Listening and Asking Powerful questions, books on Change management such as “Switch” by Chip and Dan Heath, “Fearless Change” by Linda Rising and “Our Iceberg is Melting” by John Kotter.      

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Just keen to meet and learn anything and everything from the people who attend and also understand their experiments and their outcomes.

  • Liked Ranjeev Babu
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    Ranjeev Babu - Contextualising Leadership from a Traits Perspective : Does it have relevance in a VUCA world

    What is the background situation/context for your probe?

    Having operated in a VUCA environment for 25 years as a counter-terrorist specialist and combat helicopter pilot, I have been witness to the emergence of leadership where ordinary people performed extraordinary results.

    I have questioned the prevailing presupposition in the corporate mindset that a leader has to have certain prerequisite traits to be an effective leader. Imbibed either through an elaborate certification process or through industry-specific skill sets. My inquiry is to invalidate the perception in the Agile environment that it takes special skill sets to be a leader, that can only be harnessed through workshops and training programs. Instead, leadership is a natural expression of Being in all of us that reveals itself only in action.

    What is (or has been) your hypothesis?

    Leadership is an inborn characteristic of every human. It has an evolutionary existence for survival. Leadership is not about leading others to execute a task, but how to lead oneself along with others towards mission accomplishment. My hypothesis is that every human is a natural leader and that it is unnatural to associate specific traits to define a leader. Leadership is an ontological phenomenon that exists in Being and not in Traits.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I have proved in my interactions that the natural abilities of leadership exist in all humans. Leadership is a natural expression of Being and not special traits to be demonstrated. Leadership is just not about leading the way and getting things done.

      The constraints of the past, impinge this natural ability. Once, they are free from the constraints of the past, they are free to explore into new realms of possibilities. I wish to validate my hypothesis by proving how effective coaching conversations can effectively make a person become more self-aware of his or her existing 'blind spots' and how he or she can become more self-regulated and self-controlled thereby becoming a natural expression of their inborn leadership.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would wish to know how critical are coaching conversations in Agile transformation. Why, How and What are the essentials to create coaching conversations as part of organisational culture. How such conversations and interactions reveal the natural leadership ability of a human from a Being perspective, thereby making them more self-expressive, socially adaptable and free.

  • Liked Abhigya Pokharel
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    Abhigya Pokharel - Transformation Begins with You - Are You Ready Yet?

    What is the background situation/context for your probe?

    While we know that transformation begins with a shift of mindset – a Growth Mindset, an Agile Mindset. However, this mindset is a key lever when it comes to an individual rather than to an organization level. In an organization with diversity of people with various mindset and motivation level, how can this be achieved, and moreover, how do we measure that the desired change in attitude is achieved?

    What is (or has been) your hypothesis?

    We have been using various approaches for changing mindset, through motivation, by walking the talk, through coaching, by providing psychological safety, by understanding the emotional needs of employees etc. However, not all initiatives are helping to drive the change fully. Like one size does not fit all, not all experiments are true for all individual. Rather, the experiments need to be individualized for certain like-minded people.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I would like to understand how these approaches are being made in your organization, and how successful have you been in implementing the change through these processes, and if they are visible at an organization level.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to know more about the tools and techniques that our fellow coaches are using at their organization for inducing the motivation level and driving the key mindset shift required for an Agile organization.

  • Liked Naveen Kumar M
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    Naveen Kumar M - Governance to Guidance - The Start and End of Enterprise Agility

    What is the background situation/context for your probe?

    Target's belief in transforming into a new-age Engineer friendly organisation, where decisions on products and technology are driven by Engineers more than ever before

    As a leader of the Bangalore Dojo, I am witness to multiple initiatives that originate with the mindset of Governance to Guidance philosophy.

    What is (or has been) your hypothesis?

    Organisations across all sizes today face the uphill task of evolving to today's customer behaviour and technology advancement.

    Agility is baked into any Enterprise vision, but it is easier said and tried than achieved.

    Here I present a super successful model of Target Enterprise Agility Journey through the lens of "Governance to Guidance" philosophy.

    Leadership is always quoted as the reason for success and change, this is however driven by intent , than a Wishlist.

    G2G philosophy is one the toughest to try , in medium to large scale organisations, as there are many elephants in the room. 

    Identifying them and moving power centres propels an organisations change and helps in moving the needle in the right direction. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Empowering Engineers is one of the toughest task in hand. It is double edged sword as you need capable Engineers and also at the same time humble leadership. 

    G2G is an experiment that took shape with the help of humble leadership and depends on capability of Engineers. 

    My intent is the merge these two tracks...

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    The coach camp is my favourite format to engage and learn with practitioners and leaders. 

    I am keen to walkaway with - 

    1. Insights from coaches driving organisation changes

    2. Tackling the challenge of leaders v/s mindset

    3. Discuss with a open-mind on patterns observed coaches

    4. The communities thought of not being a paper coach

    5. Our evolution in the last one year

  • Liked Ravi Shankar
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    Ravi Shankar - Agile adoption through internal change agents

    What is the background situation/context for your probe?

    Driving change needs self discovery of what practices can work/are working and the teams need to imbibe an agile mindset to be successful in this regard

    What is (or has been) your hypothesis?

    A coach might be viewed as an 'outsider' and so may not be accepted. Instead, a small group of internal change agents in each team might help drive change better

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    I ran an experiment in a couple of teams wherein I first recruited volunteers to drive the change to agile. There were certain behaviors expected from these volunteers and were listed as ground rules: Early adopters of agile with following behaviors
    • Highly enthusiastic and believers in agile/change for better
    • Responsiveness to emails/communication (don’t want people who say they
    are too busy)
    • Devote personal time, including weekends, for learning
    • Reading habit is a must; should be able to read articles/books, watch
    recommended videos and discuss takeaways
    • Be able to run scrum for adoption of agile in the department
    Scrum teams for deployment of each improvement strategy: Kanban, TDD, Test
    Automation etc...

    Based off this experiment, I found that acceptance was much better. I, as a coach, watch from the sidelines giving the authority and hence ownership to the internal change agents and guide them towards the path of learning and reiteration of the values and principles of agile

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to hear from other people about how they worked to remove organizational level constraints that impeded the change to agile

  • Liked Jorge Luis Castro Toribio
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    Jorge Luis Castro Toribio - OKRs workshop at scale on Fire

    What is the background situation/context for your probe?

    It is hard when companies need to design and create their OKRs at enterprise level due the different goals that they are looking for 

    What is (or has been) your hypothesis?

    Use gamification and a flowable session makes easy to design and identify OKRs, we starts from divergence to convergence

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    An OKR workshop

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    OKR basic knowledge, agile basics, and metrics

  • Liked RICARDO ABELLA
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    RICARDO ABELLA - What if we STOP focusing on and talking about the CULTURE?

    What is the background situation/context for your probe?

    On one side, we usually hear “change is hard”, “people are not ready”, “it takes too long”,” “the management doesn’t get it”, “there are too many silos,” “it won’t work here,” “people are not engaged,” “there is no buy-in.”   On the other side, coaches and no coaches always say that Agile transformations imply a cultural change, which means changing collective believes and behaviors.

    We all know that cultures and mindsets do not change by talking about ethics, injecting rules of conduct or codes of behavior, or fixing a list of values along the walls. They do not change either by bringing frameworks or methodologies. In fact, each year more and more management leaders and instructors self-called “coaches” realize that certifying tons of people in Scrum or scaled frameworks does not produce the desired change (certainly it is easier to sell heavily-marketed certifications and workshops than helping organizations become more Agile).

    For a couple of years, every time I think about “driving change,” four thoughts come to my mind:

    1)  I’ve heard twice someone saying, “stop selling frameworks and teach people what Agile means.” Each time I wanted to say, “let’s start a movement.”

    2)  By talking with a number of psychologists, dating a couple, reading medical papers, and looking at my own personal and professional failures, I finally accepted a fact: believing that you can change someone’s beliefs, habits and behaviors –whether kids, parents, friends, partners or co-workers– is a very long, frustrating and disappointing odyssey.  I wonder if that was what my mother tried to teach me when I was a child: “stop trying to change your dad. You’ll lose that battle. Just become his friend and you will win.”

    3)  One of the best definitions of culture I have seen is “the stories we can tell ourselves about ourselves.”  I wonder if we should forget about culture, behavior, or change itself, and instead focus on “changing the stories we can tell”?  Since different behaviors and habits necessary lead to different stories, this would be like reversing engineering.

    4)  Every time coaches address topics such as collaboration, psychological safety, high-performance, healthy conflict, and respect, we landed on the same word: trust. And I always say/answer, “I can hold your back, if I know you will hold mine. But how am I going to hold your back if I don’t know you? The only thing I know about you is that we work in the same company/project.” The stronger the foundation, the stronger the relationship  --which in turn increases trust exponentially.

    What is (or has been) your hypothesis?

    "Focusing on forming relationships might produce more effective and faster results than focusing on rolling out frameworks, changing behaviors, fostering cultural changes, or cultivating new mindsets."

    "If we make relationships our focus point, a (the) new culture might evolve by itself."

    "Focusing on developing relationships –like a spider net inside an organization– might produce the change we are looking for:  changing the stories we tell about ourselves = strength relationships at different levels = increase trust exponentially = foster partnerships quickly = change collective beliefs = modify behaviors = create habits = evolve the culture by default."

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Two years working with a financial institution, starting from scratch, banning words such as change and transformation, and avoiding terms and descriptive roles from frameworks.   Instead, I focused on building as many strong relationships among people as possible, taking advantage of every opportunity to make anyone get to know deeply each other in a personal and professional way –not only as individuals but also as a group (dynamics and collective interactions).  So far, it has been one of the most amazing and rewarding jobs I’ve ever had, with surprising and very effective results. From zero Agile to a completely different organization, with clear strategy, visible goals and a nice culture.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    CLEAN LANGUAGE: the main source of conflicts is the belief that we are always right –which is the result of our own assumptions, bias, experiences, thoughts, presuppositions and opinions. When judgment –whether conscious or unconscious– comes into play, relationships become unleveled and trust does not emerge easily.

    POWERFUL QUESTIONS: the usefulness of the knowledge we acquire and the effectiveness of the actions we take depend on the quality of questions we ask.

    Actionable TOOLS AND ACTIVITIES to foster deeper relationships: anything that set the right stage to understand each other, the way we and others think and feel, our and their emotions, passions, frustrations, challenges and dreams.

  • Liked Basavaraj Haveri
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    Basavaraj Haveri - Pair programming - a great way to collaborate

    What is the background situation/context for your probe?

    Most of the work we were doing in the last couple of increments required us to re-skill. From working on legacy apps, we needed to develop proficiency in new scripting languages and tools (workflows, reports, rule engines and so on).

     

    What is (or has been) your hypothesis?

    To ensure we learnt these new tools efficiently - and build reliable solutions, collaboration was not an option - it was a compulsion. The question we were trying to answer was - 'How can we change the way we work  - such that collaboration is not an option - but is rather a way of working?'

    Sure, we've always collaborated as a team - we've swarmed on stories, we've collaborated when we encounter problems, but if we are to learn new skills efficiently we needed to collaborate upfront, rather than collaborate as an afterthought.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    The answer to this, in our view was Pair Programming. To be sure we were heading in the right direction we consulted with chapter lead, squad lead, agile coaches before taking the plunge.

    We chose a sprint to try this out, and during sprint planning we floated this idea and went through a short video on pair programming 101, thereafter we agreed to work this way for a few sprints. Team members chose their pairs -  generally people who get along with each other tend to pair-up.

    Some other desirable side-effects of pair programming we observed during our experiment:

    • Fewer discrepancies of skills across team.
    • Fosters a greater sense of team camaraderie.
    • Better quality, more reliable outcomes, lesser re-work, just-in-time code review.
    • Better throughput - as team works sequentially on stories vs concurrently.

    Some considerations while deciding on pairing:

    • Deciding on pairs is tricky. Needs a great deal of trust with the pair.
    • Since we are learners we were novice - novice pairing, however with a new hire, we may experiment with novice - expert pairs.
    • It is believed this doubles cost, however we disagree!
    • Requires a high level of team maturity. It’s a challenge pairing when one is working from home!

     

     

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    What's next? As we evolve in our journey as a squad, we plan to continue with this experiment and maybe it just becomes the way we work.

  • Liked Varuna Srivastava
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    Varuna Srivastava - Get your Test Strategy Set

    What is the background situation/context for your probe?

    This is a case study of product where the very first thing which I observed was unclear roles and responsibilities within QA’s of an organization. There was a low test coverage as there was no clear testing strategy to follow. Getting deployed to production was “Push and Pray” method which led to high risk for production

    What is (or has been) your hypothesis?

    It was also causing inefficient use of QA timing. There was the pain felt throughout the organization in a smaller group and folks kind of accepted this pain. We started with noting down the pain points of producer and consumer teams within an organization and even a third party team to come up with an effective test strategy of the product. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

      Participate in this talk to learn how we formed a core team to define the external and internal strategy. How did we apply recursive feedback and updated the strategy when and required after a production release? Internal Test Strategy: A strategy within a Team of same vertical like checkout api and ui. External Test Strategy: An end to end test strategy of a product. How did it help in getting away from “Push and Pray” deployment to “Continuous and Confident” deployment to production? We got the motivated QA’s across the organization and better quality product with a Test Strategy across an organization. It had also helped in mapping a QA learning curve with a test strategy within an organization. Example: As a QA if you would like to learn some tools and techniques of testing you could volunteer to help the other team which are using those tools and techniques and in long term, you could switch the team if it matches

  • Liked Rajeswaran Namasivayam
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    Rajeswaran Namasivayam - Constraint Analysis in adopting Agile Methodologies

    What is the background situation/context for your probe?

    Agile methodologies are one of the most effective approach nowadays in implementing software in the industry. While implementing these processes, the constraints experienced by major stakeholders are analyzed. In this paper,two major stakeholders are considered-The stakeholders who are benefitted through this approach and the Team members who have implemented the system.The team members are having different opinions with different levels of efficiency hanging onto traditional practices and unable to consume innovative practices of agile. They are having fear about the effectiveness of team involvement and having a sense of insecurity about the benefits of work. Through this paper, an attempt has been made to identify the constraints as well as attempted to remove the constraints experienced by teams in shifting towards agile.

    What is (or has been) your hypothesis?

    We have identified and consolidated the list of measures which needs to be ensured proactively for a smoother transition to Agile. Based on our experience it is recommended that organizations implement these practices in order to achieve the benefits of Agile for greater success.

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    A survey was conducted among 20 employees of different organizations in various designation engaged in Agile methodologies through different set of questionnaire for different kinds of people.We hope this will definitely quench the thirst of agile enthusiast. 

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    I would like to connect to different kinds of people interact,share our learnings with each other and contribute to the testing community as a whole.I would like to learn more about agile,leadership skills,training and coaching teams.

  • Liked Vasanthan Philip
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    Vasanthan Philip - Agile Leadership in the VUCA World

    What is the background situation/context for your probe?

    Leaders today are not considering the mindset and behavioural shifts that are necessary to make transformational changes and lack setting a clear road-map for a cultural change, without considering the disruption and deficiency in productivity gains. In today's UVCA world, a more flexible, innovative and risk-taking mindset is required. 

    What is (or has been) your hypothesis?

    Change will lead to some form of disruption. The appetite for disruption should be considered. How leaders should be able to measure this and set a baseline for absorbing the disruption without serious implications. 

    What is the experiment you would like to run (or you have run) and how can this experiment validate or invalidate your hypothesis?

    Case study of two leaders, one with an agile mindset and another with the traditional mindset. How they bring about cultural change in a current context, how one fails and the other succeeds.

    Is there a specific skill/technique you would like to learn/explore at this coach camp?

    Creative thinking will lead to innovation. Building an appetite for risk absorption and being decisive in the #VUCA world. Also to consider having an environment of experimentation and exploration, to fail fast or fail forward. Quickly learning from mistakes and considering #pivoting when things don't go as per plan. Leadership coaching executed well will solve many of these issues.

Call for Papers 20 hours left
Submit before Jan 23 '20 05:29 AM IST

Interested in attending the Agile Coach Camp on March 15th in Bengaluru? Read on...

It's been 12 Years and almost 110 viral Agile Coach Camps since our very first coach camp experiment. This year, Coach Camp co-creator Naresh Jain along with Jutta Eckstein and John Buck will lead participants in this Coach Camp in Bangalore, organized as part of the Agile India 2020 Conference.

Coach Camp Theme

As a coach, you're often the one who needs to drive and sustain change. Yet, how do you do this? What has helped and hindered you doing so and how can you best pass your experience on to other coaches or how can you best learn from other coaches?

This is the theme for this year's coach camp. To tackle this challenge, we invite you to try something new:

  • Currently, we face the following situation: Constantly driving change is getting more and more important for companies to survive in this VUCA world. At the same time, it is (or should be) the core skill of every coach – no matter if you coach individuals, teams, or organisations. However, sometimes it seems every coach has to come up with her own experience on how to drive change successfully.
  • Our hypothesis is that for driving change, every coach uses so-called probes, that are defined by small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. So, probing allows discovering (based on the hypothesis) what's working and what is not through one or several experiments. This allows to make sense of both the current situation but even more important of the situation we are aiming for. And if we create a knowledge base of our collective wisdom on probes we used (or intend to use) we can learn from each other.
  • Therefore, as an experiment we want to invite this year's coach camp participants to jointly discover, share, create, improve, and finally publish probes that help(ed) driving and sustaining change. As in a typical coach camp, we will use the Open Space format to explore different topics for driving change and we invite you to use probes to focus the discussions on these different topics. We anticipate as a result that the discovered and created probes will provide a foundation for such a knowledge base.

Registering for the Coach Camp

The coach camp is free of charge (financially) yet, for registration we ask you for the following:

  • Please click on the Add Paper button and submit your position paper. In your position paper, you will be asked to share an idea for a probe, consisting of a background situation (context), a hypothesis, and an experiment. This can be a probe you've implemented before, one you've discovered/heard of others implementing it, or you intend to implement. The probe should focus on the coach camp's theme: Driving Change.
  • The discussed probes provide a basis for a free and publicly accessible knowledge base.

Final Note

Please note, we want to invite you to use probes for the discussion and recording of the Open Space sessions. This is by no means an enforcement. We are well aware that there might be situations where probes are not the right means for discussing or/and recording a particular topic - and that is of course fine. After all, using probes for this coach camp is a probe in itself (and we are open to possibly invalidate our hypothesis.)