Build Culture Adapters to Avoid Agile Failure
The purpose of this post is to explain why building culture adapters around at team or group is a good idea.
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The purpose of this post is to explain why building culture adapters around at team or group is a good idea.
A friend of mine asked me what is going on with all this touchy-feely people and personal growth stuff – “What’s it got to do with Agile?” My answer: everything! So this post ties together: Agile, High-Performance Culture with People skills and Temenos Workshop among others. Here is my current roadmap of focus areas.
The Temenos container provides a powerful mental model for understanding and improving relationships with others. Too often we do not consider the larger context of the situations we are in.
I was at a client recently and one VP was convinced that Agile was “untrue” and there was no way it could possibly work. The problem was that he had […]
(Joint post with Olaf Lewitz – Temenos Series) In the course of our lives, we all encounter events that shape us, allow us to change and grow, that have made us who we are.
(Joint post with Olaf Lewitz) What is Temenos? Temenos is also the name of a special kind of experiential laboratory (usually delivered as a weekend lab) that Siraj Sirajuddin has created over many years integrating diverse influences.
There is no single path or prescription for high-performance organizational culture. Increasingly companies are abandoning the traditional “modern management” practices developed for manufacturing and are moving to post-modern approaches that reflect the changing face of work and the needs of knowledge workers.
At Agile Tour Toronto last November, I conducted a workshop to get crowd-sourced research into high-performance organizational cultures. The purpose of this workshop was two-fold. First, to understand similarities and differences between organizational cultures. Second, to see if case-studies of high-performance cultures would resonate with Agile-oriented people.
The Anatomy of Peace is an insightful book about how our default thinking processes lead us to conflict. It reveals a path towards peace.
In a recent post I talked about the nature of transformation as personal activity and the need for leaders to go first. But, how do we as change artists and leaders go first?
Christine Day, the CEO of Lululemon, gave a compelling account at the Toronto Board of Trade of how Lululemon uses culture as a core competitive advantage. It is woven into the fabric of every interaction and decision, not a bunch of meaningless posters on the wall.
Let us consider an organization that wants to transform itself. i.e. to change in structure and character. A simple view would be as follows:
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