Oana Juncu - How does collective Fear drive organisation level behavior in times of change ?

What is the background situation/context for your probe?

As a coach I was called to support people, teams, and businesses on the  path toward a more sustainable, collaborative, Agile organisation. I often observed a huge tension between the intention and the reality of the behaviors.  Scale transformation are are seldom lasting ; some people change and they are more likely to leave the organisation that continue. I am very interested and passionate on bridging the gap between the true aspiration in a better work place and the power of the system in place and its collection of self-defensive beliefs that are part of what we sometimes call  “enterprise culture »

What is (or has been) your hypothesis?

My hypothesis is that we Strive reassurance, Therefore we plan. There are situations, mainly in our personal life when we recognise that our plans are just wishful thinking. Sometimes we are so sadly sceptic about our bold plans that we cut ourselves from our dreams. Then comes the professional life. Here, on the opposite, we often push ourselves in an extreme state of denial and believe that our wishful thinking plan is the only acceptable reality. As a little inner voice tell us that the universe may care little about what our view of acceptable reality is, we seek ways to obtain some extra-reassurance via extra-plans: risk management, time to complete tasks estimations... and other complex expert analysis about everything-that-could-happen-in-the-future. Al these task the help us reassure ourselves of being right about the future to have a cost. I call it the cost of fear. i

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

I’d like to explore  a model that looks at an organisation as a system and discover our relationship to complexity, using the Cynefin model from a threat perspective.

I would like to have a deep dive on our relationship to fear as individuals, pairs, and group and relate this relationship with the Theory U change model. 

I’d like to make a link between our relationship to fear, TheoryU and the Cynefin complexity model

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

I’m sure there is emerging inspiration to be experienced.

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.)