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.

Call for Papers CLOSED
Ended on Jan 25 '20 05:29 AM IST

Interested in attending the Agile Coach Camp on Oct 11th 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.)

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