You can’t make a consensus decision by yourself.

Consensus decision-making is occasionally viewed as a panacea; however, there are several potential shortcomings. Like most situations, knowing an issue is a major step to resolving the issue. (more…)

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How to decide?

Consensus decision making requires a number of prerequisites to be effective.  The prerequisites include a common goal, trust, commitment, participation, facilitation and a decision-making process.  There are numerous documented processes for making consensus decisions, each tailored to a specific set of circumstances.

Clear Process

A clear process makes consensus decision making easier because the process ensures that all viewpoints have time to be examined.  Following a defined process tends to be most impactful when the team is new, membership is dynamic or the group is large.  In all of these cases, a process helps to control potential chaos. The following process flow is a synthesis of a number of methods for team level consensus decision-making. (more…)

So the answer is . . .

Consensus decision-making may be one of the most prevalent decision-making tools in organizations today.  Simply walk around and ask the denizens of cube farms and team spaces how they make decisions. My perception is that the increase in the prevalence of using consensus as a decision tool has paralleled with an increase in the use of Agile and teams as a significant tool to deliver value. Defining consensus decision-making is a critical first step in understanding how to harness the power of the technique. (more…)

There are four leadership concepts that can double the chances that your Agile transformation will be effective and stay that way! These four concepts are not new, but they require a degree of passion and constancy of purpose that are often missing. The idea of constancy of purpose was the first point in W. Edward Deming’s 14 points for management (Out of The Crisis – 1982 MIT Press) that has rewritten management and leadership philosophy across the globe. Deming’s philosophies form the bedrock for the Agile and lean revolution in which we are currently engulfed, so we ignore Deming at our own peril. Agile delivers great benefits, but those benefits require leadership and vision to provide motivation and constancy of purpose. The four cornerstones that define Agile leadership are:

  • A focus on behavior;
  • setting the bar high;
  • developing self-awareness; and
  • deploying measurement.

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Picture of things not allowed on plane

What’s your dysfunction?

 

As part of the research on diagnosing when teams need to be rebooted teams, I have had several conversations focused on the circumstances that cause team dysfunction. An understanding of circumstances is important because how a team got to where they are will influence the type of reboot needed. Team problems are generally caused by one or a combination of four overarching problems. The four problems are: (more…)

There are four leadership concepts that can double the chances that your agile transformation will be effective. They are:

  1.   Behavior – The values you exhibit through behavior matter more than those you only espouse in words.
  2.    Goal – Goals define where the transformation is going.  
  1.    Self-Awareness – Agile leaders must be self-aware. Self-awareness is having a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions. Building on the understanding of self allows a leader to understand other people. Self-awareness is a first step for leaders to put their own baggage aside and to support others.  Change in the workplace is difficult. Being good at conflict management and exposing issues is important for leadership when leading change, but if a leader not good at understanding his or her own cognitive and emotional biases it will be difficult for the wannabe leader to connect with those around him or her and for others to follow. The linkage between self-awareness and transformational leadership is not merely pop psychology.  In recent years the academic literature has empirically established the relationship between self-awareness and transformational leadership.

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There are four leadership concepts that can double the chances that your agile transformation will be effective. These four concepts are not new, but they require a degree of passion and constancy of purpose that are often missing.  The constancy of purpose was the first point in W. Edward Deming’s 14 points for management (Out of The Crisis – 1982 MIT Press) that has rewritten management and leadership philosophy across the globe. Deming’s philosophies form the bedrock for the Agile and lean revolution in which we are currently engulfed, so we ignore Deming at our own peril.  Agile delivers great benefits, but those benefits require leadership and vision to provide motivation and constancy of purpose. The first two of the four cornerstones that define agile leadership that delivers are: (more…)