How do you want to LEAD the Change, By FEELINGS or By Values?

Have you seen a situation in your organization where a team member does not want to attend a meeting because he/she FEELS like not attending it? Have you also encountered circumstances where Team Members do not speak in front of stakeholders because they FEEL like not doing so? Have you also experience the behavior where managers demand the work to be completed by the team because they FEEL the need for the work to be completed ASAP? If you have answered YES to these questions, we invite you to join the talk on Leading the sustainable change by emphasizing on Values rather than feelings.

Any step which one needs to take today to carve the path for tomorrow requires constant efforts to keep it sustainable. When a change is sustainable then only one can reap the benefit out of it. This session will lead towards steps to create a culture and environment to build trust and sustain the change.

 
 

Outline/Structure of the Talk

The session will be divided in to four 10 Mins section.

  • 1st Section
    • Explore the difference between Feelings and Values
  • 2nd Section
    • Define a VALUE
  • 3rd Section
    • Explore why to focus on values
  • 4th Section
    • Connect all things together

Section 1 (10 Mins)
The session will start by asking a question to the participants. "What is the most important thing you can ever have in your life?"
Most of the people (past session experience), as we are human, respond with Money, Love, and Happiness.
The speaker will present the case in front of the audience that we FEEL that money is the most important thing we can ever have. You will not have any money if you do not VALUE your work, however.
We also FEEL that Love is the most important thing we can ever have. You will not have any Love if you do not VALUE your relationship with your friends and family, however.
We also FEEL that Happiness is the most important things we can ever have. If you don't VALUE the small things which makes you happy, you will not have any happiness in life.

Speaker will share an example of the FEELING to eat junk food. But if you VALUE your health and being healthy, you will not eat what you feel like eating.

Section 2 (10 Mins)
Participants will break into groups of two and play a game to convince their partner to cross an imaginary line. The learning outcome of this exercise is to show that in an organizational environment, we would need a cooperative culture where Trust is required between the employees, not a competitive culture.
At this point, we will briefly look into The Game Theory. With game theory, we will explore the idea of local optimization and system optimization, cooperative culture and competitive culture, focus on learnability rather than beating the competition.

Section 3 (10 Mins)
Section 3 is the continuation of Section 1 where we explore the answer to the question 'What is a VALUE'?
Speaker will share that VALUE is something which you consider to be more important than anything else. Above else, a value is something which is more important than your feeling. Example, team members FEEL like not attending Daily stand-up rather than living by the value of COMMITMENT to follow the Scrum framework.

Section 4 ( 10 Mins)
Section 4 is where everything connects together. Trust between team members or employees of an organization comes when they live by values rather than their feelings.
Trust within a Scrum Teams is the consequence of living by the value of Commitment, Courage, Focus, Respect, and Openness.
To create a culture for cooperativeness, system optimization, and learnability, we also use the empirical process control pillars. Transparency, Inspection, and Adaptation.

Learning Outcome

  • Identify the difference between VALUES vs FEELINGS
  • Describe the key ingredients for building TRUST
  • Explore the area(s) to focus-on for sustainable change

Target Audience

Change Agents, Leaders, Managers, Agile Coach, Scrum Master

Prerequisites for Attendees

None

schedule Submitted 1 year ago

Public Feedback

comment Suggest improvements to the Speaker
  • George Dinwiddie
    By George Dinwiddie  ~  1 year ago
    reply Reply

    Avinash,

    When you say feelings, it seems you're talking about preferences rather than emotions. Is that correct? Or do you mean something else?

    Who would you like to attend this session? What value will they receive from it, and how will they know that ahead of time?

    The abstract is the place where you sell your session to the right prospective attendees. Help them recognize themselves and their situation, and tell them what benefits they'll get by attending. Give them enough information about the content to convince them that they'll get that benefit.

    What is the content of this session? Each 15 minutes of talking deserves more explanation than a single bullet point. That bullet may help you remember what you want to say, but it doesn't convey what you want to say to the reviewers.

    The outline/structure is the place where you sell your session to the reviewers. Help them recognize that you'll deliver on your abstract. Give them details about the content and the way that you'll present it to convince them that you'll do a good job.

    See also https://threadreaderapp.com/thread/1028714041349263360.html for an independent description of submitting a successful proposal.

    - George, AgileDC Program Chair


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