Skip to main content

Twitter - Dialogue on prerequisites for Collaboration

Dialogue on Prerequisites for Collaboration

A dialogue on Twitter platform for David's course in IDEO-University's Ideas to Action.
  1. An invation to join a Twitter dialogue on the aspects of collaboration.
  2. Who can help me this afternoon: I'm doing an IDEO-University course on Ideation and Action.
  3. Todays' assignment engage a group of people in brainstorming this activity:
  4. Challenge - what has to happen before collaboration can occur in the workplace? What are some of the situational requirements,
  5. Challenge - and some of the obvious warning signs that might show up when introducing a collaborative activity?
  6. Anyone can comment and join the dialogue... ready 1, 2, 3, go...
  7. A nice little graphical overview of the IDEO University course 'From Ideas to Action'.
  8. @davidakoontz IDEO course: From Ideas to Action;  Help a tweeter out join my brainstorming session https://t.co/hPNZnIPt2o
    @davidakoontz IDEO course: From Ideas to Action; Help a tweeter out join my brainstorming session pic.twitter.com/hPNZnIPt2o
  9. @davidakoontz a prerequisite for collaboration: an invitation - unambiguous, "Hey twitter peeps this is for YOU". Join the dialogue
  10. @davidakoontz Invitation is a good example of a prerequisite
  11. So what are some examples of the warning signals that collaboration is not about to happen?
  12. @davidakoontz Warning Will Robison: if a bot were to wave it's claws and shout - that would be a good signal... but without that... what?
  13. So it seems like invitation might need to be personalized a bit... the generic invitation had little response; but when I got specfic... kinda called people out... like a gun-fighter in the dusty street...
  14. @davidakoontz @CalebJenkins you D Man, help me get this storming session started... how do you do it?
  15. @davidakoontz Hey @WoodyZuill can I ask your help in starting a brainstorming session on this topic of collaboration?
  16. @davidakoontz Sounds interesting. What would that be like? And where?
  17. @davidakoontz @WoodyZuill I expect you know many of the warning signs that collaboration is going to be difficult in an environment - Huh?
  18. @WoodyZuill right; so what are the things YOU do before the things you do to collaborate with people?
  19. @davidakoontz I'm more focused on trying things, experimenting, and turning up the good.
  20. Woody is very popular right now on the conference and workshop circuit for discovering how to turn up the best in small groups of developers. He and his cohorts decided that a bit of intensive pair programming could be turned up to eleven (on a scale of 1 to 10). They coined the slightly satirical term - Mob Programming, to describe their activity. 
  21. @davidakoontz In Twitter? I haven't yet learned how to use Twitter for much more than introductions in most cases.
  22. @davidakoontz I know some things about collaboration, and I'm always looking to learn more.
  23. @davidakoontz This isn't something I can meaningfully do in Twitter. Too constrained and "broken up" for me to cover nuanced topics.
  24. @davidakoontz It might be better. I prefer face-to-face discussion.
  25. @davidakoontz That is contextual. Each team discovers this.
  26. @davidakoontz I see. I don't find this meaningful to try to cover in Tweets. We can talk about it next time we meet up.
  27. @chrismurman can I entice you to join a dialogue (now on tweeter) on collaboration?
  28. @davidakoontz @chrismurman what are your 3-5 precursors for collaboration?
  29. @davidakoontz lol ok for me it is 1. Outcome. 2. Necessary players.
  30. @davidakoontz 3. Level expectations or norms.
  31. “We might be standing in the same room having the same conversation but we’re not really understanding one another.”  http://buff.ly/2lEGQDA 
  32. @CalebJenkins please give me 5 Pro-Tips for starting collaboration in a new group?
  33. @davidakoontz @AdamYuret can I entice you into yet another dialogue - topic prerequisite for collaboration || 1,2,3, go
  34. @davidakoontz 1. Have whiteboards, Markers and Sticky notes 2. Place some of each in each person's hands ..
  35. @CalebJenkins #2 - placing in each person's hands - that might be a key... to encouraging agency in low empowered groups
  36. @davidakoontz 3. Do an activity where they are up and using those. 4. Invite them to continue to use those to capture their ideas. ...
  37. @davidakoontz 5. ask them to improve on each other's ideas#ideaJazz
  38. @CalebJenkins I've noticed a team with what I'd call a lack of "agency" - they will not play with the toys in a bucket in the floor???
  39. @davidakoontz Yes, hand something to each person. They often won't pick those up without prompting. Empower from the start! #ideaJazz
  40. ... about this moment someone said something about Jazz Hands...
  41. @davidakoontz share vision, include everyone, and build trust to collaborate
  42. @austingovella thanks, may I probe a bit deeper... how do I build trust (right now - with you; how do I un-build trust)??
  43. @austingovella it's kinda weird to talk to a bandaged face - I've got a bandage on my belly button - hernia repair Monday.
  44. @davidakoontz Collab always happen. It's a matter of degrees. Do those three things to maximize collaboration together and apart
  45. @austingovella let's expand on the "share vision" - is this vision a emphatic statement or a genuine question? something between??
  46. @davidakoontz reach out to include me in conversation, ask for my input, listen, respect my input, come to consensus with me for a decision
  47. @davidakoontz I have a chapter in collaboration. I'd love to send it to you for feedback. Wanna see it?
  48. Julian Treasure's 5 ways to listen better (via TED). Active listening for better facilitation and collaboration:  http://www.ted.com/talks/julian_treasure_5_ways_to_listen_better 
  49. Ladies, now you can prove precisely how many times a man interrupts you #WomensDay https://t.co/PFlBJ7V1Pe https://t.co/qEDtd7M5yi
    Ladies, now you can prove precisely how many times a man interrupts you #WomensDay  http://buff.ly/2lEOCxi  pic.twitter.com/qEDtd7M5yi
Post a Comment

Most Popular on Agile Complexification Inverter

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

What is your Engagement Model?

What must an Agile Transformation initiative have to be reasonably assured of success?

We "change agents" or Agilist, or Organizational Development peeps, or Trouble Makers, or Agile Coaches have been at this for nearly two decades now... one would think we have some idea of the prerequisites for one of these Transformations to actually occur.  Wonder if eight Agile Coaches in a group could come up with ONE list of necessary and sufficient conditions - an interesting experiment.  Will that list contain an "engagement model"?  I venture to assert that it will not.  When asked very few Agile Coaches, thought leaders, and change agents mention much about employee engagement in their plans, models, and "frameworks".  Stop and ask yourselves ... why?

Now good Organizational Development peeps know this is crucial, so I purposely omitted them from that list to query.

One, central very important aspect of your Agile Transformation will be your Engagement model.  

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Refactoring - examples from the book

Martin Fowler's book Refactoring:  Improving the Design of Existing Code has a simple example of a movie rental domain model, which he refactors from a less than ideal object-oriented design to a more robust OO design. Included in this Refactoring_FirstExample.zip Zip file are the Java source code files of the Movie, Rental, and Customer classes. Along with a JUnit CustomerTest class. Using these example source files you too can follow along with the refactoring that Fowler presents in the first few chapters of his book.


Metrics for a Scrum Team (examples)

What metrics do you collect to analyze your scrum team?

We live in a world of data and information.  Some people have a mindset that numbers will diagnose all problems – “just show me the data.”  Therefore many directors and senior managers wish to see some list of metrics that should indicate the productivity and efficiency of the Scrum team.  I personally believe this is something that can be felt, that human intuition is much better in this decision realm than the data that can be collected.  However, one would have to actually spend time and carefully observe the team in action to get this powerful connection to the energy in a high-performing team space.  Few leaders are willing to take this time, they delegate this information synthesis task to managers via the typical report/dashboard request.  Therefore we are asked to collect data, to condense this data into information, all while ignoring the intangible obvious signals (read Honest Signals by Sandy Pentland of MIT).
What if …