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What I am going to cover
Context : the basicsMapping context - the theoryMapping context - PracticeUsing your map - Changing context
Your behaviour can change who you areVia Cognitive Dissonance : When we act in a way that contradicts our beliefs , it hurts our brain.Overtime we change our beliefs so it hurts less.
How does context affect your view of others?
The effect context has on how you view other people is fairly well documented
In fact this phenomenon even has a name …
The Fundamental Attribution Error
My context justifies my actions and they do necessarily reflect who I am.
I ignore your context and consider your actions a reflection of who you are
What good are experts ?Researcher Daniel Kahneman thought experts are useless
Researcher Gary Klien thought experts are awesome
They decided to work together to see when experts are worthwhile
It’s not just experts ...
The research just suggests everyone sucks at planning.
Experts are just no better than anyone else
Which makes sense
● Regularly placed into similar situations● Expected to deliver value quickly● Normally difficult situations
It’s how our brains work
Our brains become specialized - handling the context of where we are regularly placed
Context - the basics
● Context determines a lot of your behaviour.
● Experts get good at understanding their context.
● It is much better to focus on mapping your context than making long term plans.
Stop me if this sounds familiarAs a consultant I am
● Regularly placed into new organizations● Expected to deliver value quickly● Face difficult challenges
What if I could deliberately try to map my context ?
How deep do you mapLet’s look at the levels of context the consultant pays attention to. These levels will be
● A lens through which you can understand context
● A guide to a consultant's level of maturity
My company's main purpose is not agile transformation
We are normally brought in to help a company deliver.
However ...
Into Acme we bring
Our solution● Technical quality● Iterative
Development● New tech and
process● Focus on delivery
What Acme needs … ● Their devs are
really good● The problem is
what is being delivered is having no effect on the company's bottom line.
What is root cause ?
● There is a mindset that delivery alone equals success, not the impact of what is delivered.
Sometimes we must work a little deeper to be able to deliver
Changing their mindset will allow for client success.
Enter : The Johari window
Public
Private
Blind Spot
HiddenKnown to only the client
Known only by meKnown to both the client and me
Known to neither of us
Over time - what we want
Public
Private
Blind Spot
HiddenKnown to only the client
Known only by me
Known to both the client and me
Known to neither of us
Mapping context - The theory
● We can view an org context through different lenses.
● The most important context to understand is mindset.
● Creating shared understanding of a client's context will allow for trust and better decisions.
First rule : pay attention
Public
Private
Blind Spot
HiddenKnown to only the client
Known only by meKnown to both the client and me
Known to neither of us
Moving beyond prescription
The client needs to have a foundation to engage with you on a deeper level.
We need to aim for some measure of vulnerability on both sides.
Caring , curious and committed
We need to listen , the client needs to feel listened to.
Meet them where they are , not where you wish them to be.
Second rule : Relationships matter
Public
Private
Blind Spot
HiddenKnown to only the client
Known only by meKnown to both the client and me
Known to neither of us
Third rule : Embrace change
As a consultancy we lean heavily into lean and agile practice.
It’s not a an accident that we choose these tools.
Tools of the trade : Agile and lean Both of them are focused on mapping context.
Agile probes your current context by doing.
Lean analyzes your current context and then acts.
Third rule: Embrace change
Public
Private
Blind Spot
HiddenKnown to only the client
Known only by meKnown to both the client and me
Known to neither of us
These are the moments you pay attention to
This starts from the first interaction with the client.
These are the points where the client comes into sharpest focus.
Mapping Context - Practice
● Use every interaction as a chance to learn.
● Build your relationships.● Look for patterns.
Your map
You have moved past your default solution to the real problem. You have built power base to enable the changing of the mindset of the team/organisation.
Problem
Solution
Power
Mindset
How do you use the map ?
1. Understand how working for your client is changing your behaviour
2. You use your map to change the landscape
Context changes our behaviour
You need to know when you’re making the right call because you are wisely responding to your context
Or are making the call because it is easy.
Lets apply this to our previous Acme Inc Example● Problem exists with
poor choices on features.
● UX has no power , HiPPO decisions.
● Focus on delivery not impact.
Is our default solution the right one ?
Agile delivery
Is it hurting or helping the client ? Well ...
Are we solving the real problem ?
Delivered features have no impact on bottom line.
Currently no , this where we ask permission to change our focus.
Do we have powerful backers ?
Hopefully we have been building our relationships.
We need to influence and at the right moment teach.
We can never stop listening.
There is no one way
This is why you mapped the context.
All contexts are different.
However there is a common technique ...
A practice can do more than one thingA showcase is both a checkpoint for feedback/celebration
AND
A way of highlighting the continuous delivery mindset.
When trying to change a mindset
Choose practices that highlight , broadcast or reward the desired mindset
From certainty of outcome to certainty of learning● “What will we learn” as the point● RAT - Riskiest assumption test● Ease of Rollback over perfect release
Changing context
● Focus on the side effects of practice - both existing and what you want to introduce.
● Never stop mapping.● You're in a complex adaptive system -
sometimes there will be unwanted side effects.
You may have noticed ...
That these techniques can be used by anyone.
If you're in an organization you can map an organization.
If you can map an organization you can change an organization.
Have the vulnerability to admit ignorance
Public
Private
Blind Spot
Hidden
What is the problem in your organization that is obvious to outsiders ?
Have the courage to ask the unpopular questions
Public
Private
Blind Spot
Hidden
What is the problem that your organization knows about but chooses to ignore ?
Be prepared for the challenge to come
Public
Private
Blind Spot
Hidden
What is the adaptive move that you can make to see the next problem?