Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL

Peter Saddington - MDiv, CST
The Science Behind Building and Sustaining HighPerformance Teams through Understanding Behavioral Science, Neuroscience, Social Psychology
www.myai.org
Peter Saddington MDiv, CST

15+ Years in So.ware Development Organiza9onal Counselor Cer9ed Scrum Trainer The Agile Pocket Guide - A Quick Start to Making Your
Business Agile (Wiley, 2012)
h;p://amzn.com/1118438256
3 Masters Degrees: M.A. Counseling - Org. Behavior M.A. EducaMon - Learning Theory MDiv Religion - Psychology Volunteer Counselor
Email: peter@myai.org TwiLer: @agilescout
Peter Saddington - Action & Inuence, Inc. www.myai.org
Where were headed today...

Im going to challenge your corporate culture... Start with Self-Organiza:on 1.KNOW YOUR CULTURE - Behavioral Science 2.THE MOST IMPORTANT WORK QUESTION - Neuroscience 3.ALLOWING TEAMS TO SUCCEED - Psychology
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Team Self-Organization:
Not What You Think!

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Self-Organization?
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True Self-Organization: Theory or Reality?

True self-organiza0on = ability to change and inuence EVERYTHING around you in autonomous teams
High-performance = High producMvity, fun, sustainability
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The Problem + The Solution
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From a Marriage Counselor
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Understand Your Culture(s)

Team & Organization
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Future Project Success Cannot Often Be Determined...
Heuris9cs is not enough...
Methodologies are not enough...
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Not Heuristics, Not Methods... PATTERNS

Human pa(erns tend to be more accurate over 2me...
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PATTERNS - Working with a Team

What about working with a team?
All measurable!
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As a Manager, What If ?
You understood team member paAerns...
Then... you could op:mize them!
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From a Counselor: Emotions arent Accurate
Action & Inuence, Inc.
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From a Counselor: General Behavioral Patterns
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Behavioral Science: Team Dynamics Understood...
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Behavioral Science: Manager Effort Decreases...
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Manager Effort Shifts...
Time and eort shi.s to: INSPIRING ENABLING FULFILLING

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How Do I Optimize Teams by Understanding Culture?

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Have a Process or Instrument for Understanding People

Behavioral dynamics, team performance, establishing and verifying repeatable pa;erns for team success How do we do this?
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A&I Re-Interview Model (Process Option)

Example: 1.What do other people say you are? 2.What do you love to do (outside of work)? 3.Who do you look up to (mentor/role model)? Why? 4.What type of problems do you enjoy solving (outside of work)? Why? 5.How do you know youve done a good job at something (outside of work)? 6.What is your best way of suppor2ng others (outside of work)?
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We Use Team Science (Process + Tool Option)
www.teamscience.com
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Agile Coach / Consultant Patterns?
www.teamscience.com
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What Patterns Work in My Company?
www.teamscience.com
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Cultural Decay Happens... If Not Cared For
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The Power of Play (FUN)

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THE MOST IMPORTANT CULTURAL QUESTION OF ALL: ________________
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LOSS OF FUN
Play and fun at work have decreased year aNer year over the past 30 years (1970).
1. Garry Chick, Penn State University Report
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VALUE?
1) 2) 3) 4) 5) Happier people = More produc2ve people Increase fun, increase innova2on Increase autonomy, increase fun More fun at work, longer lifespan NEED MORE DOPAMINE (Neuropsychology)
1. SuLon-Smith - University of Pennsylvania 2. SuLon-Smith - University of Pennsylvania 3. Lenore Terr, clinical professor of psychiatry - University of California 4. Lewis Terman - Standford University
Mo9va9on Concentra9on Learning

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Do You Have FUN at Work?

Think for a moment... Do you have fun at work?
Jot down YES or NO
If YES, why?
Write down why
If NO, why not?

Write down why not
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How Do We Get Fun Out of Work?
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Purpose
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The Prime Directive for Teams

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Easy Sequencing Simulation
a, b, c, d, e... ... ... Z 3, 6, 9, 12, 15... ... ... 42 5, 10, 15, 20, 25... ... ... 60
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HOW DID THAT FEEL?

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Tweet This. Make it Known!
@agilescout - If you require your team members to work on more than one project at a :me, you put quality, speed, and value at risk.
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COST?
1) ~$650B/year to companies 2) Imagine: $11,000/year to YOU! 3) ~40% in loss of produc:vity for mul2ple projects and lose ability to lter relevant informa2on from non-relevant 4) Visual Input drops 29% and Brain Ac:va:on drops 53% 5) Context switching linked to memory loss 6) Mul2tasking linked to madness
1. Workplace Op9ons Survey 2. Workplace Op9ons Survey 3. Marcel Just, Carnegie Mellon University on Neurolmage Journal 4. Psychology Today Study 5. David Meyer, University of Michigan Study 6. Eyal Ophir, Cliord Nass, Anthony Wagner, Proceedings from the Na9onal Academy of Sciences
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The Role of Dorsolateral Prefrontal Cortex for Execu9ve Cogni9ve Processes in Task Switching
D.E. Meyer, J E. Evans, E. J. Lauber, L. Gmeindl, J. Rubinstein, L. Junck, R. A. Koeppe
39
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WANT: A HighPerformance Team

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EecMve leaders should see themselves not as managers or even problem solvers but as lovers of people and inspira8on starters.
-Peter Saddington
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The Bottom Line
UNDERSTAND PEOPLE We use Team Science INCREASE FUN Know your people so you know how to mo9vate them FOCUS Stop with the mul9ple- projects. Just stop.
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References for Further Reading

Gopher, D., Armony, L. & Greenspan, Y. (2000). Switching tasks and attention policies. Journal of Experimental Psychology: General, 129,
308-229.
Adams, Marilyn Jager. 2010. "Fostering literacy within a multi-media, multi-tasking educational world." Multitasking Seminar Memo, The Joan
Ganz Cooney Center at Sesame Workshop. Adams_MultitaskingMemo.pdf
Mayr, U. & Kliegl, R. (2000). Task-set switching and long-term memory retrieval. Journal of Experimental Psychology: Learning, Memory, and
Cognition, 26, 1124-1140.
Blakemore, Sarah-Jayne and Choudhury, Suparna. 2006. "Development of the adolescent brain: implications for executive function and social
cognition."Journal of Child Psychology and Psychiatry, 47:3-4, March-April 2006.
Meuter, R. F. I. & Allport, A. (1999). Bilingual language switching in naming: Asymmetrical costs of language selection. Journal of Memory and
Language, 40(1), 25-40.
onlinelibrary.wiley.com/doi/10.1111/j.1469-7610.2006.01611.x/abstract
Calvert, Sandra. 2010. "Multitasking." Multitasking Seminar Memo, The Joan Ganz Cooney Center at Sesame Workshop. Meyer, D. E. & Kieras, D. E. (1997a). A computational theory of executive cognitive processes and multiple-task performance: Part 1. Basic
mechanisms. Psychological Review, 104, 3-65. Calvert_MultitaskingMemo.pdf
Foerde, Karin. 2010. "Neural correlates of performance after learning in dual or single task environments." Multitasking Seminar Memo, The Joan Meyer, D. E. & Kieras, D. E. (1997b). A computational theory of executive cognitive processes and multiple-task performance: Part 2. Accounts of
psychological refractory-period phenomena. Psychological Review, 104, 749-791. Ganz Cooney Center at Sesame Workshop. Foerde_MultitaskingMemo.pdf
Monsell, S., Azuma, R., Eimer, M., Le Pelley, M., & Strafford, S. (1998, July). Does a prepared task switch require an extra (control) process
between stimulus onset and response selection? Poster presented at the 18th International Symposium on Attention and Performance, Windsor Great Park, United Kingdom.
Giedd, Jay. 2012. "The digital revolution and adolescent brain evolution."Journal of Adolescent Health, 51:2, August 2012.
www.jahonline.org/article/S1054-139X%2812%2900221-2/abstract
Ophir, Eyal et al. 2009. "Cognitive control in media multitaskers." Proceedings of the National Academy of Sciences, 106:37, September 15, 2009. Monsell, S., Yeung, N., & Azuma, R. (2000). Reconfiguration of task-set: Is it easier to switch to the weaker task? Psychological Research, 63,
250-264. www.pnas.org/content/106/37/15583.short
Rosen, Christine. 2008. "The myth of multitasking." The New Atlantis, No. 20, Spring 2008. Monsell, S. & Driver, J., Eds. (2000). Control of cognitive processes: Attention and Performance XVIII. Cambridge, Mass.: MIT Press. Shah, Priti. 2010. "Media multitasking: The role of experience and practice." Media Multitasking Seminar Memo, The Joan Ganz Cooney Center at Rogers, R. & Monsell, S. (1995). The costs of a predictable switch between simple cognitive tasks. Journal of Experimental Psychology: General,
124, 207-231. Sesame Workshop. Shah_MediaMultitasking.pdf
Rubinstein, J., Evans, J. & Meyer, D. E. (1994). Task switching in patients with prefrontal cortex damage. Poster presented at the meeting of the
Cognitive Neuroscience Society, San Francisco, CA, March, 1994. Abstract published in Journal of Cognitive Neuroscience, 1994, Vol. 6.
Wallis, Claudia. 2010. "The impacts of media multitasking on children's learning & development: Report from a research seminar." The Joan Ganz
Cooney Center at Sesame Workshop. multitasking.stanford.edu/artifacts.html#finalreport
Rubinstein, J. S., Meyer, D. E. & Evans, J. E. (2001). Executive Control of Cognitive Processes in Task Switching. Journal of Experimental
Psychology: Human Perception and Performance, 27, 763-797.
Yeung, N. & Monsell, S. (2003). Switching between tasks of unequal familiarity: The role of stimulus-attribute and response-set selection. Journal
of Experimental Psychology-Human Perception and Performance, 29(2): 455-469.
Multitasking May Not Mean Higher Productivity. (2009). Talk of the Nation, National Public Radio. Found online at http://www.npr.org/templates/
story/story.php?storyId=112334449
American Psychological Association. (2006). Multitasking: Switching costs. Found online at http://apa.org/research/action/multitask.aspx
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What does Action & Influence do?

AGILE TRANSFORMATION SERVICES
Please contact Jenny Mintz, VP of Talent for any stang needs: - Looking for a new opportunity - Looking for candidates for your company jenny@myai.org
404.788.4092
Some Action & Influence Customers
1, 2, 3, 4 Steps to Agility - Lets Get Started

1.We oNen start with training your teams and enterprise i. Agile Execu2ve Training ii.ScrumMaster and Product Owner Training iii.Team Training 2.From there we begin an Agile Maturity Survey of near term and long term goals (oNen takes 3-9 days depending on scale) 3.We then assign a coach for short (3-months) to long term coaching, consul2ng, and mentoring based on the survey results 4.We create a sustainability plan for growth and success of Agile within your company
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Adoption at Scale
What You Get with Action & Influence

On-site coaching for teams Cultural Survey Agile Maturity Survey Success Metrics ROI of adop2on Agile Porgolio management Risk management of projects Agile planning at scale Customer Interac2vity Cycles Using feedback to increase IRR Increase quality Agile innova2on cycles On-going training Assistance in recruitment of team members Execu2ve coaching And more
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Connect with Us
The only Agile Cer9ca9on Consultancy in Atlanta with a local Cer9ed Scrum Trainer
oAgile Training & Consul2ng oAgile Talent Placement & Recrui2ng oAgile Team Science Cultural Plagorm
oPeter Saddington - MDiv, Cer9ed Scrum Trainer

o peter@myai.org o 404.669.6662
oJenny Mintz - VP of Talent

o jenny@myai.org o 404.788.4092
50

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Peter Saddington - MDiv, CST

Peter Saddington MDiv, CST

Where were headed today...

Not What You Think!

True Self-Organization: Theory or Reality?

High-performance = High producMvity, fun, sustainability

The Problem + The Solution

From a Marriage Counselor

Understand Your Culture(s)

Future Project Success Cannot Often Be Determined...

Heuris9cs is not enough...

Methodologies are not enough...

Not Heuristics, Not Methods... PATTERNS

PATTERNS - Working with a Team

Then... you could op:mize them!

From a Counselor: Emotions arent Accurate

Action & Inuence, Inc.

From a Counselor: General Behavioral Patterns

Action & Inuence, Inc.

Behavioral Science: Team Dynamics Understood...

Action & Inuence, Inc.

Behavioral Science: Manager Effort Decreases...

Action & Inuence, Inc.

Manager Effort Shifts...

Time and eort shi.s to: INSPIRING ENABLING FULFILLING

How Do I Optimize Teams by Understanding Culture?

Have a Process or Instrument for Understanding People

A&I Re-Interview Model (Process Option)

We Use Team Science (Process + Tool Option)

Agile Coach / Consultant Patterns?

What Patterns Work in My Company?

Cultural Decay Happens... If Not Cared For

The Power of Play (FUN)

THE MOST IMPORTANT CULTURAL QUESTION OF ALL: ________________

Peter Saddington - Action & Inuence, Inc. www.myai.org

1. Garry Chick, Penn State University Report

Mo9va9on Concentra9on Learning

Do You Have FUN at Work?

If NO, why not?

How Do We Get Fun Out of Work?

The Prime Directive for Teams

Easy Sequencing Simulation

HOW DID THAT FEEL?

Tweet This. Make it Known!

D.E. Meyer, J E. Evans, E. J. Lauber, L. Gmeindl, J. Rubinstein, L. Junck, R. A. Koeppe

Peter Saddington - Action & Inuence, Inc. www.myai.org

WANT: A HighPerformance Team

The Bottom Line

References for Further Reading

What does Action & Influence do?

Peter Saddington - Action & Inuence, Inc. www.myai.org

Some Action & Influence Customers

Peter Saddington - Action & Inuence, Inc. www.myai.org

1, 2, 3, 4 Steps to Agility - Lets Get Started

Peter Saddington - Action & Inuence, Inc. www.myai.org

What You Get with Action & Influence

oPeter Saddington - MDiv, Cer9ed Scrum Trainer

oJenny Mintz - VP of Talent

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Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL

Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL