how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning [2018/12/26 14:37] – [Learning Outcomes] hpsamios | how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning [2022/07/26 09:42] (current) – hans | ||
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- | ====== How to we Overcome Win / Lose Type Thinking to Open and Organization to Learning? ====== | + | ====== How To Overcome Win-Lose Type Thinking to Open an Organization to Learning? ====== |
====== Premise ====== | ====== Premise ====== | ||
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====== Meta Data ====== | ====== Meta Data ====== | ||
- | * Title: How to we Overcome Win / Lose Type Thinking to Open and Organization to Learning? | + | * Title: How to we Overcome Win / Lose Type Thinking to Open an Organization to Learning? |
* Co-Presenter: | * Co-Presenter: | ||
* Featured Participants: | * Featured Participants: | ||
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====== Abstract ====== | ====== Abstract ====== | ||
- | ===== V1 ===== | + | ===== Version as Initially Presented |
- | Once decision | + | When we work an agile transformation we see a number of leadership behaviors that slow the adoption of the new approach. One is that we continue |
- | How do we encourage | + | In traditional management cultures the problem is in the relative positioning - its either that I 100% win, or that I 100% lose. How do we encourage truth-seeking |
- | And related to this, how do we become | + | This workshop will work through an understanding of why people think the way they do, the problems traditional thinking causes, an alternative approach using a " |
Of course in many ways this is all a lead up. In the final analysis we want people to retrospect regularly, discover problems and learn new things, and figure out ways to get better. This thinking should also support that and, if we have scheduled retrospectives, | Of course in many ways this is all a lead up. In the final analysis we want people to retrospect regularly, discover problems and learn new things, and figure out ways to get better. This thinking should also support that and, if we have scheduled retrospectives, | ||
- | ===== V2 ===== | + | ===== Updated Version as a Result of Feedback |
- | When we work a transformation we see a number of leadership behaviors. One is that we see that leadership | + | When we work an agile transformation we see a number of leadership behaviors |
- | We also see people get stuck on positions and the feeling | + | In traditional management cultures |
- | By thinking | + | What we need is to better way to deal with ambiguity by becoming |
- | * Help us deal with motivated reasoning bias (our drive to create | + | * Review |
- | * Help use deal with self-serving bias (also our drive to create a positive self-narrative) | + | * Understand how we interpret the outcome |
- | * If I win it is because | + | * Understand how this interpretation leads to posturing and other poor outcomes |
- | * If you win it’s because you were lucky; not because of skill | + | * Use of a betting metaphor |
- | * Working through need to be seen to competitive human nature win (my decision, my skill) vs lose for decisions | + | * Use of an template |
- | * Allow us to develop new habits | + | * Develop ideas on how you can take this approach back to your organization |
- | * Allow more people | + | |
- | * Get us away from “let’s run an experiment” meaning “I’ll do whatever I want to do” by putting a little precision behind things | + | |
- | Of course | + | By thinking |
====== Learning Outcomes ====== | ====== Learning Outcomes ====== | ||
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* Establish a learning culture by more formally tracking decisions (so “it’s an experiment” doesn’t just mean “we do whatever we want”) | * Establish a learning culture by more formally tracking decisions (so “it’s an experiment” doesn’t just mean “we do whatever we want”) | ||
* Work experiments into retrospective process so we become more intentional about our learning | * Work experiments into retrospective process so we become more intentional about our learning | ||
- | |||
- | Other ideas. What is the learning model for leadership and how is this part of that? We want new behaviors for leadership. Is there a learning model we can pull together? | ||
====== Prerequisite Knowledge ====== | ====== Prerequisite Knowledge ====== | ||
- | Expectation | + | None really, although there is an expectation |
====== Information for Program Team ====== | ====== Information for Program Team ====== | ||
This is an outline for the session. After the introductions, | This is an outline for the session. After the introductions, | ||
+ | |||
+ | Information for Program Team | ||
+ | |||
+ | This is an outline for the session. After the introductions, | ||
+ | |||
+ | * Exercise: “What was the best and worst business decision you made in the last year and why was this the best / worst decision? | ||
+ | * Exercise: “Why is it bad to conflate the decision and the result? Let’s capture some ideas” (5 minutes discuss at table / 5 minutes debrief including my experience) | ||
+ | * Exercise: “At each table there is a sheet with some common biases that effect our decision making. At your table quickly come up with definitions of these biases. You can use your phones: | ||
+ | * Exercise: “Remembering these biases, what do you notice about the outcomes that didn't turn out the way you wanted?” (5 minutes brain write / 5 minutes discuss at table / 5 minutes debrief including my experience) | ||
+ | * My story: Understanding the difference between skill and luck in any outcome | ||
+ | * Exercise: “I want you to go back to your worst decision and reflect, based on what you know now, whether the decision (versus the outcome) was actually good or bad, whether you learned anything as a result.” (5 minutes discuss at table / 5 minutes debrief including my experience) | ||
+ | * Introduce: Betting approach including sample approach to capturing experiments | ||
+ | * Exercise: “On your table, you have a template for ' | ||
+ | * My story: How I applied this approach | ||
+ | * Exercise: "What Are We Going to Do Tomorrow?" | ||
+ | * Close (5 mins) | ||
+ | |||
+ | ====== Presentation History ====== | ||
+ | |||
+ | I have been doing agile transformation work since 2007 coaching, facilitating workshops, developing training materials, working with executives and leadership, and working day-to-day on agile transformations from team to enterprise level. I am currently leading a transformation of a traditional IT organization that will result in over 100 teams, geographically dispersed. This experience lead to the creation of this new workshop. The approach discussed has been worked with groups of leaders and coaches in that transformation. This is the first time it has be pulled together as a single workshop session. | ||
+ | |||
+ | I have also previously presented at the Agile Alliance Conferences: | ||
+ | |||
+ | * In 2016 I ran a workshop "How to Work Personality Issues Without Sounding Like a Marriage Guidance Counsellor?" | ||
+ | * In 2014 I presented a user experience called | ||
+ | * In 2011 I presented a session called " | ||
+ | |||
+ | ====== More Detail on the Workshop ====== | ||
+ | |||
===== Bad Decision? ===== | ===== Bad Decision? ===== | ||
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===== Biases Effecting Decisions ===== | ===== Biases Effecting Decisions ===== | ||
- | |||
Exercise | Exercise | ||
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Learning charter: | Learning charter: | ||
- | - A focus on accuracy (over confirmation), | + | * A focus on accuracy (over confirmation), |
- | - Accountability, | + | |
- | - Openness to a diversity of ideas. | + | |
And finally use the natural agile ceremonies to operationalize learning with experiments as an input into that. | And finally use the natural agile ceremonies to operationalize learning with experiments as an input into that. | ||
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Biases Effecting Our Decision Making: | Biases Effecting Our Decision Making: | ||
- | - Blind-spot bias: | + | * Blind-spot bias: |
- | - Motivated reasoning (or confirmation bias): | + | |
- | - Hindsight bias: | + | |
Special bonus bias | Special bonus bias | ||
- | - Loss aversion: | + | * Loss aversion: |
Answer Sheet | Answer Sheet | ||
- | - Blind-spot bias: an irrationality where people are better at recognizing biased reasoning in others but are blind to bias in themselves (part of positive self narative) | + | * Blind-spot bias: an irrationality where people are better at recognizing biased reasoning in others but are blind to bias in themselves (part of positive self narrative) |
- | - Motivated reasoning (or confirmation bias): form / cling to beliefs despite overwhelming evidence. Seek out information that confirms what they believe. (Part of positive self narrative) | + | |
- | - Hindsight bias: Thinking that, after an outcome is known, to see the outcome as having been inevitable. (Part of need to have certaincy) | + | |
- | - Loss aversion: Refers to people’s tendency to avoiding losses to acquiring equivalent gains: it is better to not lose 5 than to find 5. It is thought that the pain of losing is psychologically twice as powerful as the please of gaining. | + | |
- | ===== Experiment Template ===== | ||
- | Experiment Template | + | {{page> |
- | See “snippet: | ||
- | Idea: Brief description of the experiment | + | ====== My Notes ====== |
- | - Expectation: | + | Broader objectives |
- | - I think this will happen, but I am a 6(say, | + | |
- | - How will we know: | + | |
- | - Data: what will we track | + | |
- | - Tracked by: who with track it | + | |
- | - Timebox: when will we come back and review | + | |
- | - Result: | + | |
- | - TBD - to be filled in while experiment is running | + | |
- | - Next: | + | |
- | - TBD - to be filled in on completion of experiment | + | |
- | ====== My Notes ====== | + | * Help us deal with motivated reasoning bias (our drive to create a positive self-narrative) |
+ | * Help use deal with self-serving bias (also our drive to create a positive self-narrative) | ||
+ | * If I win it is because of my skill; if I lose it is because of bad luck | ||
+ | * If you win it’s because you were lucky; not because of skill | ||
+ | * Working through need to be seen to competitive human nature win (my decision, my skill) vs lose for decisions | ||
+ | * Allow us to develop new habits | ||
+ | * Allow more people to contribute (more collaborative) as it is no longer just me vs you | ||
+ | * Get us away from “let’s run an experiment” meaning “I’ll do whatever I want to do” by putting a little precision behind things | ||
+ | * Allow the formation of a learning organization | ||
+ | |||
+ | Other ideas. What is the learning model for leadership and how is this part of that? We want new behaviors for leadership. Is there a learning model we can pull together? | ||
Perhaps we go with better approach to win / lose and set up real experiment. Say probability, | Perhaps we go with better approach to win / lose and set up real experiment. Say probability, | ||
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This is how we think we form abstract beliefs: | This is how we think we form abstract beliefs: | ||
- | - We hear something; | + | * We hear something; |
- | - We think about it and vet it, determining whether it is true or false; | + | |
- | - only after that We form our belief. | + | |
It turns out, though, that we actually form abstract beliefs this way: | It turns out, though, that we actually form abstract beliefs this way: | ||
- | - We hear something; | + | * We hear something; |
- | - We believe it to be true; | + | |
- | - Only sometimes, later, if we have the time or the inclination, | + | |
In other words, people are credulous. | In other words, people are credulous. | ||
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Learning charter: | Learning charter: | ||
- | - A focus on accuracy (over confirmation), | + | * A focus on accuracy (over confirmation), |
- | - Accountability, | + | |
- | - Openness to a diversity of ideas. | + | |
Powerful questions for learning groups: | Powerful questions for learning groups: | ||
- | - Why might my belief not be true? | + | * Why might my belief not be true? |
- | - What other evidence might be out there bearing on my belief? | + | |
- | - Are there similar areas I can look toward to gauge whether similar beliefs to mine are true? | + | |
- | - What sources of information could I have missed or minimized on the way to reaching my belief? | + | |
- | - What are the reasons someone else could have a different belief, what’s their support, and why might they be right instead of me? | + | |
- | - What other perspectives are there as to why things turned out the way they did? | + | |
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References: | References: | ||
- | - Book Thinking in Bets. To work through concept of bets, and setting up truth-seeking culture | + | * [[thinking_in_bets_-_annie_duke|" |
- | - Book Math with Bad Drawings. To understand impact of independent events vs cascading events. | + | |
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