Archive for the ‘facilitation’ Category

Image result for yes but improv gameRecently my team played a loose version of the “Yes, But” improv game at the beginning of a retrospective (retro) as an icebreaker. I say loose, because we played it in a round (rather than in pairs) and did two rounds. I started each round with the same statement: “I think we should have snacks at Retro” (this is something that often comes up – tongue-in-cheek – during retro conversations).

For round one, the next person in line always had to respond starting with “Yes, but”. At the end of the round (we were seated in a circle), I asked the group to silently pay attention to how they felt and what they experienced during the exercise.

For round two, the next person in line had to respond starting with “Yes, and…”. At the end of the second round I asked some questions about how the team experienced both rounds:

  • How did the first round feel?
  • How did the second round feel?
  • What made a round difficult?
  • What did or could you do to make a round easier?
  • What does this mean for how we respond to each other as a team?

Interestingly (and unexpectedly), my team struggled more with the “Yes, and” round than the “Yes, but” round. To the extent that one team member couldn’t even think of something to say for the “Yes, and” round! At first I was a little stumped, but as we discussed further we realised that:

  1. As a team, we found it more natural to poke holes in ideas rather than add to ideas we didn’t completely agree with.
  2. When we didn’t agree completely with a statement, we got “stuck” and couldn’t think (easily) of a way to add to the statement.

As an example for point 2, above, one person responded to the statement with: “Yes, and we will need to do exercise”. The person following them really struggled to respond (because they don’t like exercise) and didn’t really come up with anything convincing. As a group, after some thought, we eventually realised that “Yes, and it can be optional” would have been a perfectly valid response. However, as a group, it took us a while to get there. So it definitely wasn’t something that came naturally to us.

For me, these were quite cool insights, and probably good for a team to be aware of, particularly when we’re struggling with new problems or trying to find creative solutions.

Have you tried similar games? What did you learn or experience? How has it helped your team?

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6hatsThis is my take on using “Six Thinking Hats” to reflect on a period of time. You could use a light version for a retro – or the full version to review something longer like the stage of a project or a release. It’s usually most effective after some milestone event and where the learnings can be applied going forward. There is still value in doing it at the end of a project, but what you get out of it for future teams may not be as valuable as you won’t always know what will be applicable.

Preparation

In order to save time in the session, you do need to do a fair bit of preparation. Try and collect as many facts about the time period as you possibly can before the session. Facts are anything backed by data and some common “facts” one might include are:
– Team changes (people joining/leaving)
– Events (e.g. release dates)
– Sprint information (velocity; commitment; actuals; sprint goal; etc.)
– Changes in process
– Special workshops or meetings
– Any data provided by metrics

I’ve found the most effective way to use the facts in the session (and the rest of my post assumes you have done this) is to map them onto a really large timeline. I typically use a sequence of flip chart pages that can be laid out so that attendees can literally “walk the line”. I’ve stuck them up on long walls or laid them out on a row of tables and even used the floor where I needed to.

It is also useful (for the reflectors in the team) to send out a description of the hats in advance and ask them to think about each one before the session.

Before you start your workshop, you have to set up the room (also see the tips at the end of this post):

  1. Lay out your timeline
  2. Ensure there is space for people to easily walk along it
  3. Have various stationary points along the timeline with pens and stickies
  4. Don’t forget to have a whiteboard or some other space for grouping the ideas

Materials

Besides your “timeline” of Facts, you will also need:

  • Small pieces of paper that people can write appreciations on
  • Pens
  • Stickies: one colour per hat
  • *Optional* Snacks

For the different hats, I usually use the following colours

  • Facts: N/A (people write directly on the timeline)
  • Instincts: Red
  • Discernment: Blue
  • Positives: Yellow
  • Ideas: Green

Process

The process I follow is largely based on this one and, as they mention, I have found that the order is fairly important.

For an average team, I time-box each section to about 10 minutes. Breaks need to be at least 5 minutes, but could vary depending on the time of the day (e.g. you may need a lunch break). If you are going to use the data in the session to come up with actions and improvements, then your time-box for that part will depend on what technique you plan on using. Obviously these may need to be adjusted based on the size of the group, but as most of the steps are self-paced, one advantage of this workshop is that it works quite well with larger groups.

Round 1: Facts

Have the attendees “walk the line” from the beginning to the end. This is a walk down memory lane and also a chance to fill in any blanks and ensure everyone agrees that the facts are correct. There are no stickies for this step – if people want to add or change anything they do that by writing directly onto the timeline (at the right point in time, of course). Remember to remind everyone that they should only be adding facts.

Round 2: Instincts

“Gut Feel”

Hand out your “instinct” stickies. Remind every one of the definition of an “instinct”. I sometimes skip this round because people struggle to differentiate between “instincts” and “positives/negatives”.

Appreciations and Break

Give everyone a chance to write appreciations (these will be shared later – either at the end of the session or afterwards). It’s also a good point to have a short break.

Round 3: Discernment

“Devil’s Advocate”

Make sure you’ve collected the “instinct” stickies and that the next colour of stickies is available. Remind everyone what the definition of “discernment” is. Everyone repeats their walk of the timeline, this time adding stickies to the timeline for things that didn’t go well or were disappointments.

Cool off

Have another break (in case things got emotional). Have people write more appreciations.

Round 4: Positives

“Keep doing this”

This is the last walk of the timeline. Again, remind people of the definition of “positives” and ensure there are only “positive” stickies lying around for people to use. They walk the timeline one final time and add stickies for things that went well.

Lastly: Ideas

“If I did it again”

There are various ways to capture and categorise ideas. The intention of this round is that attendees use the timeline to stimulate their thinking of how they could have done things better. Or how they would do things differently if they had to do it again. This is  sometimes also described as “green fields” thinking.

And then (now or later)…

If you were using this technique for a retrospective, you would ideally get actions from the information as part of your session. If the session was to reflect on a project, perhaps the data would be grouped into things like “Good ways to kick off” and shared with other teams. I’m quite a fan of the quadrant method of grouping similar stickies to find topics to address (see photos below for examples from a retrospective I did). What you do next all depends on the ultimate purpose of your session.

quadrants

Tips

  • Only let the attendees have access to the writing materials relevant for the round i.e. gather up the stickies from the previous round and “change colours” for the next round.
  • Have a number of “stationary points” – so that people can grab stickies and pens as soon as they have a thought.
  • Related to the above, have an excess of stationary and pens so people don’t have to wait for each other.
  • When preparing your timeline, try use pictures/symbols/colours to create visual patterns and cues for repeat facts e.g. document your sprint information in the same colour and layout for every sprint on the timeline or have a bug symbol where you have added statistics around bugs.
  • Don’t forget to share the appreciations! Especially if you’ve decided not to do so in the session.

I have applied this technique a couple of times and used the output for various things:

  1. We’ve used it to gather data for a team which was unfortunately not very transparent and then used that data to paint a “real picture” for external stakeholders.
  2. We’ve used it in retrospectives to identify improvements to team / process / products.
  3. We’ve used it at the end of a project to create guidelines and lessons learned for future projects and teams.

timeline

Have you used this technique before? What worked or did not work for you? Where might this approach be useful?

download In my opinion, one way to make a team coach feel really useless, is distribute their team across multiple locations where it’s really hard to observe their interactions with one another. For me, a lot of my “obvious” work and channels disappeared when that happened and it’s taken me a while to find alternative ways to provide the insights and support that my team needs. I also had to take a step back and acknowledge that when working distributed, certain elements of effective co-located collaboration no longer matter or have negligible impact on team greatness, whereas new elements turn out to be important levers. The trick, it turns out, is to identify what exactly those are. And I suspect, as always, that they will be different for each team.

For example, the daily stand-up or Scrum. A time for the team to sync up and share what happened the day before so that they can plan and adjust for the day to come. An opportunity to celebrate achievements and adjust for disappointments. A good time to interact and build some team rapport. The standard method is everyone stands up (to help maintain focus and brevity) around a task board (for visibility) and speaks to what they achieved yesterday (speaking and moving their tasks to show progress and create psychological ownership) and what they hope to achieve today that will help the team achieve their sprint goal. The Scrum Master and Product Owner observe – and perhaps facilitate – and ask questions where blockers might be hiding in what the team has to say. And the outcome is everyone on the team walks away with a plan for how they will contribute to the team’s success today – and a commitment to each other that they will do their utmost to complete what they have agreed to do for the day.

There are some parallels when we are working distributed – the task board, for example. There are some practices that are just impractical – like standing up. And there are others that may detract more than they add (for example, in our case, it seems less confusing to have one “driver” for the session than to pass control during the stand-up). Sometimes the limitations are tool-related. Sometimes it’s just the nature of working as a distributed team.

So what changes have I tried when facilitating a distributed stand-up? So far, these ones seem to be working:

  1. I try to watch all of the faces. We use Zoom and there is a setting where you can view all of the attendees on a single screen. Whenever we have a distributed meeting – not only stand-up – I spend most of my time and attention watching the faces of the attendees. It’s a good way to notice how people are responding to the session and give clues as to when people are tired (my team can’t do distributed for much longer than 45 minutes), or confused, or distracted, or are trying to ask a question.
  2. I make a note of who has spoken or been “spoken for” in terms of the plan for the day. Basically I listen out for what each person or pair is doing today and at the end of the stand-up, I explicitly ask individuals to share where I haven’t managed to tick them off on my list of names. Note, this is less about everyone having a chance to speak, and more to ensure everyone has made visible to the team what they plan to do for the day. I’ve noticed it’s really hard for my team to keep track of this themselves in a distributed stand-up.
  3. I try to notice if people are trying to say something and find ways to ensure that they get a chance to speak without speaking over the person who is currently speaking. Sometimes this may mean providing an order for people to speak in (you then you then you) if a group happens to accidentally speak over each other.
  4. In my opinion, certain on-line tools (like a digital task board) may satisfy the superficial purpose of the physical tool (e.g. visible stories and tasks for the team to talk to), but not necessarily the deeper purpose (e.g. the psychological ownership that comes with writing and moving a physical sticky). So I’m continuously researching and experimenting with new ways to achieve these outcomes within the context of a distributed team.

For me, the following facilitation activities are still valuable when facilitating  a distributed stand-up

  1. When necessary, introducing the session to re-confirm the purpose and outcomes – especially if there are newer team members or things have started to go a little off-track
  2. Listening out for impediment words
  3. Using open-ended questions to help the team develop insights or notice information

One thing I have noticed, is paying attention in a distributed session is REALLY exhausting. It is also very difficult to split your attention between people “watching” and understanding the content. In my case, I have decided to prioritise the former over the latter, which sometimes leads to other interesting side-effects. On the upside, I’ve become great at asking “stupid questions” 😉

What have your experiences been with distributed stand-ups? What were the challenges? What were the opportunities?

AAEAAQAAAAAAAAPSAAAAJGQ2MTIzYzU1LWM0MjItNDJjZS1iYWM2LWYxZDVmNzJmY2M4ZQ.jpgI may have mentioned it before, but at the beginning of the year I went on wonderful facilitation training which led to some positive work-related changes plus a long list of ideas and possible actions for me to try. Some I haven’t got round to (yet) while others I have been actively working on. Here are some of my thoughts on the latter.

(Side note: the format is the format we were asked to use when making our list – and I quite like it.)

I will use question agendas and review these before and during the session so that there is buy-in and we’re talking about what the group feels we need to talk about

I have been using questions agendas quite actively and have found one additional benefit is that they help formalise my own thinking around outcomes and flows for the sessions, particularly workshops.

One thing I have learned is – when running through the agenda – particularly for longer workshops – don’t just read down the list. Try and tie the parts together (like a story) so that the room gets a sense of the journey we’re taking. Also keep an eye out for nodding heads (a good sign).

So far…

  • I’ve had one session where the team members actually kept each other on track with each step by referring back to where we were in the agenda (I tend to pair the agenda with a task board to show when we’re busy with a topic or done).
  • In another session, the group went off on a technical tangent, and then brought themselves back to review whether they were actually answering the questions they were meant to.
  • In a third session, the group actually added an item to the agenda (admittedly, the item was “we find out what the cake tastes like” 😉 )

I will spend more time thinking about WIIFM so that I can try create excitement for a session

(WIIFM = What’s In It For Me)

I could probably focus a little more on this one, particularly using the information to help make sessions more exciting. Since the training, I’ve tried to be more explicit about ensuring I understand all aspects of a meeting (Purpose, Outcomes & Deliverables, WIIFM, and Roles and Responsibilities), particularly when the session is for someone else. We do tend to spend more time on the Purpose and Outcomes & Deliverables. I could probably still do more here…

I will assume yes and ask the follow-up questions so that the team is involved in the conversation and it’s not all about me

I’ve found this technique so useful that I wrote a blog post about it.

I will be more aware of where I am standing so that I leverage physical location as a chicken

I’ve tried this with mixed feelings about its success with my one team during stand-up (the idea being that if you don’t have work on the board, you stand OUTSIDE the inner circle). It’s been more interesting on the other team because soon after I joined they started doing distributed/remote stand-ups, so physical location is not something one can really experiment with. It certainly is very powerful, and I’m currently part of a coaching program where I’m trying to increase my awareness of how I use my body to communicate, particularly when stressed, so perhaps there’s still something to be explored with this one.


In total, I had about twelve ideas on my list that I wanted to try. As you can see, I’ve only really worked with a couple so far. Probably time to try one or two more and see what I learn 🙂

What have you tried recently to try improve how you facilitate sessions or interact with your teams? How did it go?