Join Scott as he discusses valuable lessons he has learned as an Agile Coach working with new agile teams on government projects. After several years on agile projects in the private sector the shift to agile in the public sector was quite a shock. Scott will discuss how the Japanese martial arts concept of ShuHaRi (roughly translated, it means first learn, next detach, then transcend) has helped him become a better coach when working on Agile transformations on government projects. Explore when the maxim “Let the team decide” is not appropriate and the technique of rationing tools and process to encourage engagement. Engage in thoughtful discussion about the stages of learning and come away with valuable guidance for managing the seeming paradox of self-organization and disciplined learning. This discussion provides a powerful message for agile coaches and scrum masters for teams just beginning an agile journey or just stuck in hybrid mode.

 

 
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Outline/structure of the Session

Introductoin.

Story regarding a failed/weak agile coaching engagement

Search for answers

ShuHaRi explained

Reference to Martin Fowler and Alister Cockburn work on ShuHaRi

Supported by the 4 stages of learning in the learning theory

How to know when to "let go"

 

 

Learning Outcome

Participants will learn to use principals of ShuHaRi and learning theory to guide their efforts with new agile teams. This is especially targeted at agile leaders that are working on government contracts where command and control has been the norm.  This tool will help accelerate ultimate agile adoption and work accrding to the agile principals. 

Target Audience

agile coaches and scrum masters who are leading agile teams that are transitioning from a government command and control culture to a more agile culture.

schedule Submitted 3 years ago

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