Speaker: Ohyoon Kwon
Language: English and German
The overlooked neuroscientific ingredient required for teams to truly be agile. A few simple mechanisms have shown to dramatically improve the interpersonal bonding of teams. This bond is critical for teams to move from just ‘doing’ agile processes to actually ‘being’ agile.
Why this workshop?
In a relatively short period of time, agile and scrum methods have gone from a fringe method to a global movement, and a majority of development teams now embrace the methodology as the new ‘norm’. Scrum, sprints, stand-up meetings, backlog and retrospectives have now become part of daily language and norms in our teams. Perhaps your team is already ‘doing agile’, and you are already seeing the advantages and enjoying the gains.
Consultants often report how agile teams development hits a plateau, and productivity stalls. The common diagnosis is that organizations have implemented an agile transformation and adopted all of the correct processes - but the fundamental employee behaviour does not change. Management communicates the desired culture and values, but somehow these are not embedded into the DNA of the team. Instead of self-organizing teams, “zombi” agile teams emerge who are tired of ‘changes’, and not engaged when they are mechanically applying taught methods.
Without growth mindset, your sprint planning is limited to ‘damage control’, where you are focused on avoiding failure.
Without trust and respect, your blacklog discussion can become an ego wrestling exercise.
Without Psychological Safety, the team will never be able to operate at peak performance, and members will not feel open to address root problems at your retrospect sessions,
Doing agile demands teams to grow (or change) their implicit abilities such as mindset, values and habits. It presumes that team members are prepared to collaborate at a higher level of psychological and behavioural maturity. Usually that does not happen automatically. Agile teams are doing new ‘rituals’ without internalizing its ‘meaning’.
This workshop introduces participants to an interactive process called WeQ that is missing from most agile implementations. Based on research at Google and Harvard, this method leverages the mechanisms of mobile app technology to help boost the team’s “collective intelligence”. Participants will share their experience of the leap (or the gaps) between doing agile and being agile. We will also showcase the latest research and development on neuroscience-backed gamification toolkits.
Who are we looking for?
This workshop invite participants who are inspired by the latest developments in team development. Together we would like to explore following questions: Where do we go from here? If we are already ‘Doing Agile’ how can we move towards ‘Being Agile’ (mastering mindset, behaviours and value)? What are concrete mechanisms for guiding teams towards the next level?
What do you expect from this session?
During the workshop we open up a space to invite participants to exchange their observations and bottlenecks in team development. We will share the latest research on neuroscience, and illustrate how we leveraged science to develop game mechanisms that can improve agile teams. Furthermore, participants will have hands-on experience on the game session we have used at leading companies like Nike, ING, and Richemont to leverage the power of these interpersonal mechanisms. Last but not least, participants will receive practical toolkit which they can apply.
Who is behind this workshop?
WeQ is an Amsterdam based research and consulting company focused on developing powerful, science-based, data-driven game mechanisms that helps teams become stronger and more productive.
We love scrum, stand-up and sprint. Because it’s simple, structured, and engaging. And most of all, because it’s proven. We’re convinced that agile teams can make a leap to being agile by introducing a new component to the exploding Agile movement that explicitly focuses on addressing the team’s psychological and behavioural maturity - their so-called ‘collective intelligence’.
Identify implicit psychological and behavioral traits that encourage / discourage collaboration in team.
Learn neuroscience principles and game mechanism that nurture high performing team
Enjoy hands on experience of WeQ game system
Access to practical tools and tips that immediately improve team dynamics.
- Zukunfts Zimmer