Wether you are an Agile Coach, an Agile transformation facilitator or a Scrum Master, did it happen to you to feel frustrated because the change you wanted to see was nat the change that was taking place? Didi you ever think that the values and principles you promoted had not the desired echo? Did you ever felt the pressure to succeed a transformation, while people had other operational priorities? If you are a manager, did you feel excited by a more collaborative way of working, then felt lost because your hierarchy hase the same "old ways" type of expectations form you?

If you ever felt this way, this session invites you to explore another path toward leadership, a path that I believe helpful either for coaches, facilitators, and managers, the path of the servant leader, who I'd rather call "leader at service".

The challenge of a "leader at service" posture is the letting go of our own fears, our ego and eventually, our own involvement in power games, therefore we will discover together, from a systemic point of view, how our own fears may reinforce our ego and may push us in group power dynamics. The "Human Element" model created by William Schulz will be used to explore the root causes of fears and how we can address them, and Robert Greenleaf's Servant Leadership principles will be also used as a support

Because the productivity driven world of the industrial era encouraged us to divide in order to control, we live today in disconnection. Disconnection from ourselves, from our team, from our society. This workshop proposes to shift the paradigm and innovate using "reconnection" principles as defined by the Theory U. To understand the way theory U operates at a people group level, a concrete framework, "Process Work", by Arnold Minundell, will be experienced.

The workshop is a hands-on experiment of impact of change on each member of a team, including the game change player. The different stages of transformation defined by the Theory U will be experimented via Process Work, and is equally inspired by the model of living systems.

The ultimate intention of this workshop is to offer participants a learning experience of emergent co-created innovation , via quality listening, and the ability to redirect perspective

Business today is lying of huge knowledge of their clients and users, accumulated over years of common experience. Technology today zooms on AI and Big Data to make a break-through use of the potential of knowledge. We try tho shift the paradigm of data usage , and we don't shift the paradigm of our own way of thinking. Therefore, in this workshop we will explore a neuroscience perspective on Big Data: how our human brain, body and guts together are a extraordinary system of data processing.

Through a set of experiments that will involve body and mind, the intention is to observe the way we operate as living beings, so we eventually to shift the paradigm of Data Processing, inspired by the intelligence of life.

Throw a purpose in a middle of a crowd, it will start t self-organise. Act in a purposeful way is not an easy attitude in a business environment driven by compliance rather than by meaning. Larger the entreprise, more is the purpose diluted into process. This workshop offers a perspective of meaning as a powerful change agent and a framework of shared leadership development to offer alignment between actions and purpose.

Because the productivity driven world of the industrial era encouraged us to divide in order to control, we live today in disconnection. Disconnection from ourselves, from our team, from our society. This workshop proposes to shift the paradigm and innovate using "reconnection" principles as defined by the Theory U. To understand the way theory U operates at a people group level, a concrete framework, "Process Work", by Arnold Minundell, will be experienced.

The workshop is a hands-on experiment of impact of change on each member of a team, including the game change player. The different stages of transformation defined by the Theory U will be experimented via Process Work, and is equally inspired by the model of living systems.

The ultimate intention of this workshop is to offer participants a learning experience of emergent co-created innovation , via quality listening, and the ability to redirect perspective

Pour se rassurer, nous planifions. Dans notre vie personnelle, souvent on ne crois pas à nos aspirations. On les appelle des "Plans sur la Lune". Dans notre vie professionnelle par contre, ça nous arrive souvent de nous comporter comme si la réalité doit se conformer à nos plans. L'ensemble des comportements et actions que nous menons pour "contrôler le futur" et nous assurer a un coût. Je l'appelle le cout de notre propre peur.

Cet atelier vous propose des activités pour découvrir quels sons les éléments moteurs qui nous enferment dans les scénarios de préservations, plutôt que laisser libre les décisions pilotés par la création de valeur.

I like to re-phrase Einstein’s great quote to say : “If you cannot tell it to children, so they understand you, you didn’t get it yet yourself. Neuro-science studies found out that 70% of what we learn, comes from stories we heard. Human brain reacts to stories far better that to linear presentation of facts. People like to hear and tell stories where they recognize themselves in, not only as heroes of fiction wonder novels, but also in day-to-day business life.

Storytelling (or Business Narrative) is a powerful way to help organizations and teams embrace change, and change agents are good storytellers. This workshop proposes a set-up to learn some narrative techniques that will empower participants willing to become ( Agile) change Agents or simply allow them to effectively send the messages they want. The workshop help participants to master the description of a chosen topic linked to SCRUM and Agile, via a story built in the session, using story construction telling techniques. It aims to help participants learn storytelling as an improvement technique to build messages that matter. At the end of the workshop , who will have the best story ?

An Organisation is a living system build of people and their interactions. When a system is "threat" it reacts with preservation behaviours. Change and innovation are threats, from a system's status quo perspective, so change is hard, and innovation stops when creative workshops end. To preserve the status quo the system needs to (have the illusion to) stay in control, therefore a good number of activities such as risk analysis, estimations, reporting, are set in place to "control the future", so it will be the way we want it to be. These activities we need to perform to reinforce the self-reassurance on our capability to "control the future" self- have a cost. I call it the cost of fear.

The workshop offers an experimental space to eventually limit "the cost of fear", ie. those '"mandatory" activities driven by our self-reassurance related needs as stakeholders, rather than by a valuable outcome. It is designed to address test teams organisations, but it can be extended to a wider scale if required by the participants.

Throw a purpose in a middle of a crowd, it will start to self-organize. Many self-organised entities like ... villages or cities have an "embedded purpose", not voluntarily shared out-loud or displayed in common places. Villages and cities have growth aligned to their embedded purpose. Acting in a purpose driven way is less obvious for organisations. More a company grows, more dissolved into the Process the original business purpose becomes. This talk presents the 3 stages of Agile Experience Awareness I've seen unfolded and reveals how aligning to a clear shared purpose triggers growth, Agile culture propagation, and scaling becomes a side effect. 

We are drawn to people who share the same beliefs and have had similar relevant experiences. These groups give us strength and a sense of belonging. However, this creates a “self-sealing logic” that can lock out learning, because we state our beliefs as proven evidence. Every missed opportunity of collaboration, may it be at enterprise, organisation, or team level, is a symptom of our inability, as a group, to observe and learn from other group experience and set of values. We are here at the most important Agile Conference, seeking to meet people who have similar experiences, and eventually share same conclusions. What if we were about to create another bubble of "Self-Sealing-Logic" ? 
The hands-on exercices used in the workshop use "Liminal Thinking", the latest fabulous work of Dave Gray, combined with examples of "Third Culture Kids" profiles. The approach aims to support organisations become continuous learning entities, that reinforce leadership and trigger cultural shift. 
Session's main goals are :

• create a space of opportunity to "unlock" our own bubble of beliefs through a set of hands-on exercices, 
• experience , through the open discussion during the exercices, how learning enhances leadership, 
• allow the audience to discover Dave Gray's "liminal thinking". We will learn to unveil the impact of our beliefs and start understanding why we have needed them. What were the relevant needs that lead to our assumptions? On the other hand, during the session, we will pick some other "self-sealing logic" group and try to understand without judgement their own process that led them from their own relevant experiences to different beliefs.