Workshop presented at Agile 2009 (Chicago, USA) in Aug 27. Authors: Luiz C Parzianello and Rafael Prikladnicki.
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Luiz ParzianelloLuiz ParzianelloLuiz ParzianelloLuiz Parzianello� Master’s Degree in Systems
Engineering� Bachelor’s Degree in Electronics
Engineering� + 25 years of experience in
informatics (programming, analysis, management and coaching)
� + 11 years as consultant and instructor in Software Engineering
� + 6 years working with Agile� CEO at Surya Digital Management� Adjunct Coordination of Agile
Methods Users Group at SUCESU-RS� Specialties: Requirements
Engineering, Lean, Scrum, NLP
About the SpeakersAbout the SpeakersAbout the SpeakersAbout the Speakers
Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki � PhD in Computer Science (Sept)� Master’s Degree in Computer Science� Bachelor’s Degree in CS� + 8 years as a consultant in SwEng� + 4 years working with Agile� Professor and researcher at PUCRS
since 2004� Adjunct Coordination of Agile
Methods Users Group at SUCESU-RS� Coordination of SPIN-POA� Specialties: Global Software
Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language
� Games and simulations are not self explanatory.
� Games can be weak if the whole idea behind them are lost during their execution.
� We often face games that don’t sell their messageproperly because most of the facilitators usually expect that participants should understand the metaphor or analogy related to the real world.
� Facilitators that change people’s mind with games and simulations have an adequate meta language (conscious or unconscious) for communicating with people.
The concept of logical levels of learning and change was initially formulated as a mechanism in the behavioral sciences by Gregory BatesonGregory BatesonGregory BatesonGregory Bateson (an anthropologist), based on the work of Bertrand Russel in logic and mathematics.
The term logical levels, as it is used in Neuro-Linguistic Programming (NLP), was adapted from Bateson’s work by Robert DiltsRobert DiltsRobert DiltsRobert Dilts in the mid 1980’s,
and refers to a hierarchy of levels of processes within an individual or group.
Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level
“The function of a certain level is to synthesize, organize and direct the interactions on the level below it. Changing something on an upper level would necessarily radiate downward, precipitating change to the lower level. Changing something on a lower level could, but would not necessarily, affect the upper levels.”.
Dilts & DeLozier, Encyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLP (2000)
Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level
“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”
“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”
Logical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeRobert Dilts based on Gregory Bateson
EnvironmentEnvironmentEnvironmentEnvironment
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
By Experience, Agile Manifesto,Simplicity, Communication, Feedback and Courage
By the Book, Prescriptive Models, Deterministic Approach, Fear
TraditionalTraditionalTraditionalTraditional
Team, Team Member, Developer,Scrum Master, Scrum PO, Coach …““““To deliver value to customersTo deliver value to customersTo deliver value to customersTo deliver value to customers””””
Investigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsIf you If you If you If you ………… Please, investigate your Please, investigate your Please, investigate your Please, investigate your …………
Need more information about your current situation … EnvironmentEnvironmentEnvironmentEnvironment
Have enough information about your current situation but you don’t know what to do with that … BehaviorBehaviorBehaviorBehavior
Know what you have to do but you don’t have a capacity or a strategy needed to do that … Capabilities & StrategiesCapabilities & StrategiesCapabilities & StrategiesCapabilities & Strategies
Know that you have the capability or strategy but you don’t think this is an important thing or it’s wrong …
Think that it’s an important thing or it’s the right thing to do but you feel that it doesn’t belong to your mission … Identity & MissionIdentity & MissionIdentity & MissionIdentity & Mission
Purpose & IdealPurpose & IdealPurpose & IdealPurpose & IdealBelieve that it belongs to your mission but you don’t feel yourself as a part of the whole …
Mathematics is a language understood and respected by every computer professional.
Mathematical facts are strong evidences that can be used to
challenge unsustainable beliefs.
Mathematics as a LanguageMathematics as a LanguageMathematics as a LanguageMathematics as a Language
A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:
“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”
A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:
“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”
Each member has to sign 10 requirements before deliver them to the next team member.
Customer records time spent.
Note:Note:Note:Note:
““““When doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementis equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.””””
Each member has to sign 1 requirement and deliver it to the next team member (unitary flow).
Customer records time spent.
100100100100
150150150150
Note:Note:Note:Note:
““““When doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, don’’’’t push any requirement to the next t push any requirement to the next t push any requirement to the next t push any requirement to the next team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., you you you you have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.””””
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Who have decided to keep your team too slow?
2. Why has your team agreed with that?
3. What is that stops your team to change this situation?
4. Do delivery and time really matter to your managers?
5. Are your customers really worried about risks?
6. Why do you keep a high risk behavior?
7. How do you call a person that doesn’t matter with the things of the others?
Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots
Deliver to the Customer 40 software requirementsin 10 iterations affected by an unbalanced production(real life simulation).Comment:This game is based on Eliyahu M. Goldratt´s book “The GoalThe GoalThe GoalThe Goal”.
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Do your managers use mean capacity to make their plans?
2. Why doesn’t your team deliver at least the mean?
3. Where is the bottleneck of your team?
4. What is that stops your team to balance the whole process?
5. Have you ever thought about being faster going slow?
6. How can you deliver 40 requirements in 10 iterations?
7. How can you justify keeping specialized jobs?
8. How do you call a person that doesn’t matter with the others?
Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity
Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):
1. Has every team member showed the same productivity?
2. Why the whole team was unproductive in the beginning?
3. Do you think the cadence has contributed with something?
4. Do your managers really know their teams capacity?
5. Can you better negotiate time and scope with statistical information?
6. What is that stops your team to measure its capacity?
7. How do you call a group of well known people that work together to achieve a common goal for their lives?
1. Metaphorical games are useful to promote cultural changes but cannot be effective if their facilitators don’t understand the meaning of a meta language when running those games;
2. NLP Logical Levels can be an effective model to guide coaches during the transformation process and game execution, mainly when associated with mathematical language;
3. Statistical analysis is a must to challenge logical and pragmatic minds, typical of IT professionals;
4. Challenging beliefs, values, mission and identity is the most difficult part of changing a team or an organizational culture, but it is the most effective way to promote a change in a behavior and an environment.