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Why I use Flip Charts not PPT Slides


Want to retain something you just heard - draw a doodle.

Want to engage learners - get them active.

Want to teach someone a skill - have them teach you.

Want to change some behavior - make it fun.

In all of these techniques the trick is to invert the traditional training paradigm.  The classroom was created to process children with unique talents into factory workers willing to follow directions of an authority.

Doodlers, unite! Sunni Brown on TED.com

Read Sharon Bowman's 'Training from the BACK of the Room!'.

Don't think you can doodle - come out of the closet with these techniques from Dan Roam 'Back of the Napkin'.

Maybe it all comes down to improvement, and the need to iterate - to recreate to improve.

One can not doodle on the power-point slide one the screen. One can not quickly annotate a burndown chart in that spreadsheet (a learning moment). One can not give the marker to a participant and have them draw a diagram on your slide deck. You do not get their mental model of the problem domain when you show them your perfect architectural layer model. While sitting in perfect rows and columns the students are not allowed to engage with each other - only by signaling the authority (raising a hand) may the student (receiver of info) become active in the dialogue. Is that fun?

A Brief History of Napkins, From Soft Dough to Paper by Ernie Smith.

I encourage people to mark on the charts and diagrams on the flip charts - they really are not works of art. They do not have to be treated like paintings hanging in a museum. I've gotten in "trouble" for annotating (with sticky notes) a poster hanging in the work place. Oh-my, it started a conversation about the topic, what is wrong with that?  I didn't draw a mustache on the Mona Lisa.

If the traditional paradigm is not working - try an inversion principle.


This RSAnimate video was adapted from a talk given at the RSA by Sir Ken Robinson, world-renowned education and creativity expert.

Maybe the reason this technique works has something to do with the concept of texture in architecture - why some over-designed spaces don't attract people to congregate, contrary to the designer's intent.  See "Why Glass Towers are Bad for City Life - and What We Need Instead" by Justin Davidson's TED Talk.




See Also:
Recreate to Improve
Captivate Your Audience Using Simple Illustrations by David Neal
Why I Use a Paper Kanban Board - by johanna
Why Paper is the Real Killer App - BBC


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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…

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, …

What belongs on the Task Board?

I wonder about these questions a lot - what types of task belong on the task board?  Does every task have to belong to a Story?  Are some tasks just too small?  Are some tasks too obvious?  Obviously some task are too larger, but when should it be decomposed?  How will we know a task is too large?

I answer these questions with a question.  What about a task board motivates us to get work done?  The answer is: T.A.S.K.S. to DONE!



Inherent in the acronym TASKS is the point of all tasks, to get to done.  That is the measure of if the task is the right size.  Does it motivate us to get the work done?  (see notes on Dan Pink's book: Drive - The surprising Truth about what motivates us) If we are forgetting to do some class of task then putting it on the board will help us remember.  If we think some small task is being done by someone else, then putting it on the board will validate that someone else is actually doing it.  If a task is obvious, then putting it on the board will take vi…

Elements of an Effective Scrum Task Board

What are the individual elements that make a Scrum task board effective for the team and the leadership of the team?  There are a few basic elements that are quite obvious when you have seen a few good Scrum boards... but there are some other elements that appear to elude even the most servant of leaders of Scrum teams.









In general I'm referring to a physical Scrum board.  Although software applications will replicated may of the elements of a good Scrum board there will be affordances that are not easily replicated.  And software applications offer features not easily implemented in the physical domain also.





Scrum Info Radiator Checklist (PDF) Basic Elements
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Attributes:  space for the total number of stickies that will need to belong in each cell of the matrix;  lines that are not easy eroded, but are also easy to replace;  see Orientation.

Columns (or Rows) - labeled
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    To Do
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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.