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Agile transformation leaders are not only designated positions bearing a title, but are roles which form part of the organisation and are available to all members of the organisation. ORS@Work (Organisational and Relationship System) holds this as part of its model for training in the course belonging to the larger Organisational and Relationship Systems Coaching (ORSC) offered by CRR Global. ORS@Work as a fundamentals course is set up briefly with the theoretical framework behind the program. Agile transformation leaders get an understanding on how the combination of practices, theory and approaches contribute to the model to make it effective in working within the organisation comprising of teams needing transformation, in this case, towards the agile way of working. Experiencing, learning and applying the skills and tools in ORS@Work are designed to increase leadership and management capabilities of agile transformation leaders. This increase assists in facing challenges in an agile transformation initiative. Individuals and interactions are essentials in the agile framework. These however are also the sources of challenges for agile transformation leaders. ORSC as an integrated and robust coaching model prides itself in the ability to work on these individuals and interactions. ORS@Work provides an introduction to this model by providing tools and techniques useful in working with the following: 1. Cross-functional team. Agile transformation work involve teams need to evolve from their silos to become cross-functional teams delivering end-to-end. Differences in the working methods and processes of individuals with dissimilar skills sets and toolkits are sources of difficulty in forming cross-functional teams. Leaders using ORS@Work tool navigate this through introduction and understanding of themselves, another person and another team to see how best to work together in the cross-functional team being created. 2. Scrummaster. The Scrummaster’s role, being a servant-leader of the team is often misunderstood. Teams either ignore their Scrummaster or become totally reliant on their Scrummaster. ORS@Work learning is useful for leaders to help teams and their Scrummasters understand their part in the relationship through the establishment of a working system following the principles of the agile framework while acknowledging the interactions. 3. Product Owner (PO). The PO is crucial in what the team delivers and often pressure is felt by the person holding the title from from stakeholder/executive he represents. These stakeholders/executives rarely have time to perform the roles of PO so delegation is an option but often leads to dissatisfaction from the delivered product. Conflict arises from the pressure and dissatisfaction. Leaders using an ORW@Work tool resolve this conflict by aligning the views of the PO and stakeholders/executives about the product to be delivered. 4. Middle management. A frozen middle management is a tough challenge for agile transformation leaders because of no commitment for action is shared from this group. A simple tool from ORS@Work is useful in giving leaders insights on this group’s position on the agile transformation initiative. This allows the persons part of this group to stand where they are with regards with the initiative at the same time give them permission to create their own action items for movement to help them get on board. 5. Engineering practices. Collaboration is one of the most important feature of agile way of working where new engineering practices are developed from. Pair programming and mob programming are examples of these engineering practices. Getting pairs and teams (mob) work in this manner is challenging especially if none of them has experience in working collaboratively. Leaders using ORS@Work tool help a pair or team in this endeavour by assisting them design a working alliance relevant to the pair or team being asked to work collaboratively. Agile transformation leaders look after the welfare of everyone involved in the initiative as this is the only way to achieve success. ORS@Work concepts, skills and tools help leaders by expanding their range in handling challenges. Agile transformation leaders recognise the value of the members of the team and management to achieve transformation and building the relationship among them because in agile - individuals and interactions over processes and tools are important. ORS@Work helps agile transformation leaders focus on these individuals and interactions by providing insights on the teams and relationships forming during the agile transformation process. AuthorVictor Nunez is a pioneer cohort of the ORSC MasterClass Series, an International Coach Federation ACTP course by CRR Global. He has been a practitioner and Agile Coach, and works with teams and leaders to develop them to their fullest potential. The time now is 4.40pm in Singapore on the 27th of October 2017. I am happy it's not 4.44pm as that would not be a very auspicious symbol of what I’m up to now. (It’s an Asian thing). As I type this, the tune of the “Walk on By” by Sonya O’Malley gently caresses my environment with the piano. It’s a sign! Yes. Edge behaviour. A manner of which we act when we are about to/or are doing something which is uncomfortable, challenging, unfamiliar etc…. transitioning into something different. Does this mean we lose what we are or were? Possibly. It could also mean we are adding to who we are too. I am uncomfortable as I type this out. I am not used to story telling and writing long essays on Word. I do it only when it is a requirement, (Brings back memories of University), have to (or I will lose my job) and in this case, as a challenge to myself (my marketing guru would kick my a** otherwise). I am noticing that I stop and start. Thoughts come in like “what am I writing”. This is so far away from the topic, which I gave on a whim as I thought was catchy. I don’t really know where I am going with this. Should I have planned this first? Or I should have planned this first! This must be one of a kazillion ways Edge acts itself out. Here, its all over the place. Or is it?! As long as we are about to do something uncomfortable, shifting our normal and default behaviour, moving to/adding something new to our repertoire, we are either displaying edge behaviour and/or crossing the edge. I was assisting an ORSC Masterclass and included was the topic of 'edges'. During the time spent educating and practising coaching skills around edges, my thoughts naturally deviated to my own edges. And boy did it have range and depth! I reflected on the level of uncomfortableness for the different edges I had. Did I prepare? How was I physically and mentally? What was the impact on my environment (system) while I was going through and the after-effects to my environment and me? How do I help others with their edges? This had range and depth too! In some really challenging cases, I felt I had an unskilful relationship with edges. At the same time, there were also successful instances where it was well dealt with; hope to keep trying different ways to have a skilful relationship with the variety of edges. We discover ways that work and don’t. Does edge change us? Regardless of whether we experience edge behaviour with or without crossing the edge, you bet it does. We may feel it instantly or it may simmer affecting our words, actions, choices without realizing it. We are made up of our experiences. And going through edge behaviour and crossing edges are experiences. All of us have done it. This is putting a name to it! Edge. P.S. The original title was “The 3 reasons why crossing the edge will change your life” AuthorA Diversity Maestro. A practitioner of resourcefulness. Values respect and integrity. A believer in possibilities to inspire. |
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ABOUT CRR GLOBAL IN SINGAPORE
Elf Coaching is a partner with CRR Global. We are responsible for managing ORSC™ programmes in Singapore & Malaysia, as well as Australia & New Zealand under CRR Singapore. Headquartered in United States, CRR Global is an International Coach Federation (ICF) Accredited Coaching Training School offering Organisational and Relationship Systems Coaching™ (ORSC™) - the 1st ICF systems based accredited coaching programme. ORSC is based on Systems Thinking, Process Work, OD Theory, Family Systems Therapy, Alternative Dispute Resolution, Quantum Physics, and Co-Active Coaching™. Today, CRR Global is represented in 27 countries. People Ripple, a brand of Elf Coaching Pte Ltd. |
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