I recently attended some events where talks on different subjects brought the audience to specific puzzle pieces of understanding on how complex adaptive systems perform best, especially taking into consideration the human factor.
The first talk was at an event hosted by Lego®, where Pedro De Bruyckere did a talk about "How play changed the world (and vice versa)".
A few months ago I was on an assignment where there was a clear request to use physical cards for their stories. It helped to give an overview by laying them on a large table. Always good to hear that people are thinking out of the box when searching for ways to visualize their work.
In a previous article, I’ve talked about an elegant experiment from 1962 we’ve re-done.
At the moment of writing this article, we’ve completed 2 dry runs: One with a small group of students, and one bigger group of agile coaches, managers and scrum masters.
We got plenty of feedback, and improvement is on its way.
Lately I discovered an interesting experiment described in a book about transparency by Warren Bennis. It was not that much in detail, but the references -as in all good reads- were well mentioned.
The experiment we’re talking about was done in 1962 at the Massachusetts Institute of Technology.
During the retrospective we can use different techniques to identify improvements for teams.
Speed Boat is one of the “Innovation games“ like Product Box, Remember the Future or Buy a Feature, … It is an ideal game for conducting a retrospective.
Speedboat is an interactive, collective and fun way to identify constraints, obstacles, problems with our product or our project, then to prioritize actions in order to remove them!
We have created a 3D model of the Speed Boat game to use during your retrospective. In this 3D model you build your goal, what holds you off and what drives you forward as a team towards the built goal.
Ikigai is a Japanese concept meaning "a reason for being". Everyone, according to the Japanese, has an ikigai. Finding it requires a deep and often lengthy search of self. Such a search is regarded as being very important, since it is believed that discovery of one's ikigai brings satisfaction and meaning to life.
I recently attended a 3 day class on Sociocracy 3.0 (S3) by James Priest and Liliana David. This pattern language, based on Sociocratic and Agile principles, radically challenges a number of behaviours we see in companies and collaborative structures.
One of the recurring questions throughout the training was: "How do you make sure everyone is heard in the decision making patterns described in S3?". The answer seems very simple: Artful Participation (and an observant facilitator).