this app won't work on my o/s - deliver 2016

This app won’t work on my O/SShifting Mindsets for Team Success

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Sue Johnston

PLEASE NOTESLIDES ≠ PRESENTATION

• These slides are designed to be viewed in conjunction with human beings talking and interacting with you.

• They may make little sense to you if you were not at the live session.

• Stilll, if they’re useful to you, I’m happy.

Agile Fundamentals

Coach Skills for Agile

Facilitation Skills for Agile

Coach

Places I’ve worked or studied that shaped my learning

Author Trainer Learner

Who is Sue anyway?

“Have an Android? Sign up for our wait list.”

“Have a Blackberry? Sorry. Can’t help you.”

Error

#@<?^%$X&$!!!!

Does BlackBerry’s first

Android Handset Deserve

a Place in your Pocket?

We Reckon So

BlackBerry May Win You Back with Android

Change the O/S

Our Age of Anxiety is, in great part, the result of trying to do today’s jobs with yesterday’s tools and yesterday’s concepts.

We shape our tools andafterwards our tools shape us.

Most of our assumptions have outlived their usefulness.

Marshall McLuhan

Change the O/S

The Big Idea

Two Typesof O/S

Changing Mindsets (Ours)

Changing Mindsets (Others)

NextSteps

OPTIONS DOING DONE

Exciting “Apps”

OLD MINDSET

NEW IDEA

NEW IDEA

NEW IDEA

NEW IDEA

NEW IDEA

NEW IDEA

This app won’t work on my O/S

Error

Error

This app won’t work on my O/S

VALUES

BELIEFS

PRINCIPLES

PRACTICES

THINKING

ACTION

Guide us to

Inform +support

OPERATINGSYSTEM

The BIG IDEA

EXERCISE 10 minutes

On your own:• Think of some beliefs that prevail in the organizations you work in or

with.• Some may move people forward.• Some may hold people back.• Some make us awesome.• Some limit our effectiveness.

• Write them on sticky notes – 1 belief per sticky.• 3 minutes

At your table:• See if there are common beliefs amongst these organizations.• 7 minutes BELIEF

BELIEF

Keep the stickies handy. We’ll use them later.

The Big Idea

Two Typesof O/S



NextSteps

OPTIONS DOING DONE

TWO OPERATING SYSTEMS

UNILATERALCONTROL

MUTUALLEARNING

UNILATERAL CONTROL

Values• Be right• Win, don’t lose• Minimize expressions of negative

feelings• Act rational

Assumptions• I understand the situation; those

who disagree don’t• I am right; those who disagree are

wrong• I have pure motives; those who

disagree have questionable motives• My feelings and behaviour are

justified• I am not contributing to the problem

UNILATERAL CONTROL

BEHAVIOUR

1. State views without asking for others’ views

2. Withhold relevant information

3. Speak in general terms and don’t define what specific words mean

4. Keep reasoning private; don’t ask others about their reasoning

5. Focus on positions

6. Act on untested assumptions as if they were true

7. Control the conversation

8. Avoid, ease into or save face on difficult issues

MUTUAL LEARNING

Values• Transparency• Curiosity• Informed Choice• Accountability• Compassion

Assumptions• I have information and so do other

people• Each of us sees things others don’t• People may disagree with me and

still have pure motives• Differences are opportunities for

learning• I may be contributing to the problem

MUTUAL LEARNING

BEHAVIOUR

1. State views and ask genuine questions

2. Share all relevant information

3. Use specific examples and agree on what words mean

4. Explain reasoning and intent

5. Focus on interests, not positions

6. Test assumptions and inferences

7. Jointly design next steps

8. Discuss undiscussable issues

• Transparency• Curiosity• Informed Choice• Accountability• Compassion

EXERCISE 10 minutes

UNILATERALCONTROL

MUTUALLEARNING

• At your tables, place the stickies you generated earlier on the big head posters, matching attitudes and behaviours with the appropriate operating system or mindset. Add new stickies if you like.

• Discuss implications, results, impact of these with your tablemates.

EXERCISE

What’s the IMPACT of the behaviours and language you just described?

Behaviour Result

Language Result

Do they produce results your organization is trying to AVOID?

UNILATERAL CONTROL

RESULTS

Performance

• Lower quality decisions

• Less innovation

• Longer implementation time

• Increased costs

Working Relationships

• Lower commitment

• Decreased trust

• Reduced learning

• Greater defensiveness

• Unproductive conflict

• Inappropriate dependence on others

Individual Well-being

• Reduced motivation

• Decreased satisfaction

• Limited development opportunities

• Increased stress

MUTUAL LEARNING

RESULTS

Performance

• Higher quality decisions

• Greater innovation

• Shorter implementation time

• Reduced cost

Working Relationships

• Greater commitment

• Increased trust

• Increased learning

• Reduced defensiveness

• Productive conflict

• Appropriate dependence on others

Individual Well-being

• Increased motivation

• Increased satisfaction

• Richer development opportunities

• Reduced stress

The Big Idea

Two Typesof O/S



NextSteps

OPTIONS DOING DONE

UPGRADING 0/S - YOURS

• Think a result you want to achieve for yourself.• Look at behaviours you’ve employed in trying to reach it.

MUTUAL LEARNING BEHAVIOURS1. State views and ask genuine

questions2. Share all relevant information3. Use specific examples and agree

on what important words mean4. Explain reasoning and intent5. Focus on interests, not positions6. Test assumptions and inferences7. Jointly design next steps8. Discuss undiscussable issues.

UNILATERAL CONTROL BEHAVIOURS1. State views without asking for

others’ views2. Withhold relevant information3. Speak in general terms and

don’t define specific words 4. Keep reasoning private; don’t

ask others about their reasoning5. Focus on positions6. Act on untested assumptions as

if they were true7. Control the conversation8. Avoid, ease into or save face on

difficult issues


When was the last time you met an idiot who agreed with you?

Do people disagree because they’re idiots?

Or are they idiots because they disagree?


How does what happens affect what you believe?

How does what you believe affect what happens?

What belief is holding you back?


The Big Idea

Two Typesof O/S



NextSteps

OPTIONS DOING DONE

Mutual Learning Values

1. Transparency2. Curiosity3. Informed Choice4. Accountability5. Compassion

What do these look like on your team?

UPGRADING 0/S - OTHERS

Mutual Learning Assumptions1. I have information and so do other people

2. Each of us sees things others don’t

3. People may disagree with me and still have pure motives

4. Differences are opportunities for learning

5. I may be contributing to the problem


What do these look like on your team?

• Identify something you and your team or organization do that no longer serves a useful purpose:

• Can you trace that back through the model?

• What principle does it serve?

• What belief does that flow from?

• How can you change that belief?

EXERCISE

What belief is holding us back?

Is it a fact or is it a belief?

How do we know?

What might be possible if we didn’t believe that?

Could something else be true?

How could we find out?


Useful Questions

Mutual Learning Behaviours1. State views and ask genuine questions

2. Share all relevant information

3. Use specific examples; share word meanings

4. Explain reasoning and intent

5. Focus on interests, not positions

6. Test assumptions and inferences

7. Jointly design next steps

8. Discuss “undiscussable” issues


Can you include Mutual Learning behaviours?

TEAM AGREEMENT


What is the impact of more statements?

What happens when we come from curiosity, rather than from knowing?


? : ! ratio


Identify when Unilateral Control is in play

Explore what you may not be seeing

The Big Idea

Two Typesof O/S



NextSteps

OPTIONS DOING DONE

INTENTION

ATTENTION

MINDSET IS A CHOICE

NEXT STEPS

NEXT STEPS

Your intention – in a sentence or two.

[email protected]

Optional reminder

The Big Idea

Two Typesof O/S



NextSteps

OPTIONS DOING DONE

FIND US HERE!

Sue Johnston

[email protected]

@itsunderstood

Waterloo

You are here

mailto:[email protected]

this app won't work on my o/s - deliver 2016

Education