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Power in Agile Teams
Who am I
Caoilte Dunne
Why power?
4 years ago ….
It did not go well ...
Poor post-project
reviews
Both included very
strong negative
sentiments about
my level of
dominance
Unfortunately
This was part of a pattern
I was effective…
Passionate
Opinionated
Strong Willed
Was I effective..?
Bruised Egos
Conflict
Stress
Rightly I was moved sideways
Luckily, this time, I took notice …
I became interested in power
equalization in teams
What will I be covering
1. Teams
2. Power in teams
3. Power Equalisation
4. Nudging your team
1. Teams
What is a team?
GOAL
Jack Alex Bob
Mary Sue Robin
Courtney
Who makes up a team
Jack Alex Bob
Mary Sue Robin
Courtney
There are lots of relationships in a
team
Jack Alex Bob
Mary Sue Robin
Courtney
There are lots of relationships in a
team.
Jack Alex Bob
Mary Sue Robin
Courtney
There are lots of relationships in a
team.. Jack Alex Bob
Mary Sue Robin
Courtney
It gets even more complex!
Jack Alex Bob
Mary Sue Robin
Courtney
Why teams?
Teams can
see more.
Why teams?
Team can
know more.
Why teams?
Teams can
do more.
What makes a great team
Psychological Safety
Jack Alex Bob
Mary Sue Robin
Courtney
Mary puts out a Challenge to groups
status quo
Jack Alex Bob
Mary Sue Robin
Courtney
Not Bullied
Jack Alex Bob
Mary Sue Robin
Courtney
Not Laughed at
Jack Alex Bob
Mary Sue Robin
Courtney
Not ostracized
Jack Alex Bob
Mary Sue Robin
Courtney
Never made to feel like shit
Jack Alex Bob
Mary Sue Robin
Courtney
OK - you can talk with safety. What
else?
Ensure Everyone has their say
Jack Alex Bob
Mary Sue Robin
Courtney
Not just the assertive
Jack Alex Bob
Mary Sue Robin
Courtney
Everyone !
Jack Alex Bob
Mary Sue Robin
Courtney
Teams have:
● Individuals
● Relationships between individuals
● The perception of those relationships by other team
members
Great teams need:
● Psychological safety
● Everyone to have a say
Teams are complicated!
2. Power in teams
Power
Your will
<use of power>
Achieved outcome
How people who wield power see
themselves:
How other people see them:
Hard power
Soft power
Individual abdication of power
Contextual abdication of power
We are going to focus on team meetings
Jack
Alex
Bob
Mary
Sue Robin
Courtney
First let’s look at Hard Power
The team have been asked to find
the next cool refreshing beverage.
The Opportunity
This is our team.
Jack Alex Bob
Mary Sue Robin
Courtney
They are forming a solution..
Jack Alex Bob
Mary Sue Robin
Courtney
Courtney has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
Alex does not agree.
Jack Alex Bob
Mary Sue Robin
Courtney
How Does Courtney Get Her
Solution?
Legitimate Power
“With respect Alex,
this is the direction
we are taking.”
“Alex I know that you
like that idea, but if
we do my way maybe
we will have time to
do your pet project.”
Reward Power
“Alex I don't want to
have this conversation
again - you know your
performance review is
coming up”
Coercive power
So who loses out?
Everyone involved (and more).
Jack Alex Bob
Mary Sue Robin
Courtney
Jack Alex Bob
Mary Sue Robin
Courtney
Jack Alex Bob
Mary Sue Robin
Courtney
The Idea! (worst of all)
Jack Alex Bob
Mary Sue Robin
Courtney
Power in teams version2
Why does this happen?
A flaw in the Human
Operating System (OS) (1st)
Obedience
Soft Power
A cool tie in to Pixar's latest hit.
The opportunity:
They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
Robin has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
How does Robin get her solution?
“I was told by
marketing that
this is what they
want.”
Informational Power
“In my opinion we
should not do this ,
everyone knows
don’t fight
Conway's law.”
Expert Power
“Let's do it this
way.”
Referent Power
It has the same downsides as Hard
Power
● The team is less invested.
● The relationships become strained.
● The idea is less.
Power in teams version2
So why does this happen?
A flaw in the Human OS (2nd)
Overconfidence
Individual Abdication of Power
Next great dental hygiene product.
The opportunity:
Jack Alex Bob
Mary Sue Robin
Courtney
They are evaluating an idea..
Robin has a solution...
Jack Alex Bob
Mary Sue Robin
Courtney
Jack Alex Bob
Mary Sue Robin
Courtney
But it’s Jack we are interested in.
Why does Jack not get involved?
Does not like to be noticed.
“...”
Feels like she has nothing to add..
“I can’t say that..
...it’s stupid”
Likes to talk One-on-One
“I just wanted to have a
word about what we
discussed in the meeting.”
This is really hard to see..
Power in teams version2
So why does this happen?
A flaw in the Human OS (3rd)
Insecurity
Contextual Abdication of Power
The next generation of AI. To help humans
accomplish tasks faster and smarter.
The opportunity
They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
Courtney and Robin have a solution..
Jack Alex Bob
Mary Sue Robin
Courtney
Once suggested all the other ideas
are discarded.
Jack Alex Bob
Mary Sue Robin
Courtney
They are like Bob and Mary in perspective..
“I was thinking the
exact same thing.”
They don’t like conflict.
“Yeah … that
seems like a good
idea.”
They want the meeting to end!
<Been in this meeting
forever - let's just
agree>
Power in teams version2
So why does this happen ?
A flaw in the Human OS (4th)
Conformity
Power in Meetings
Hard power Obedience
Soft power Overconfidence
Individual abdication of
power
Insecurity
Contextual abdication of
power
Conformity
Now with some context:
Let me explain what I learnt about
myself.
Expert Power was/is my drug of
choice.
I had no idea.
I thought it was a good thing...
But the effect remained the same
Power in teams version2
3. Power Equalisation
The first step is a realisation
We, as humans, have a drive to work
communally.
We, as humans, are not always very good at
it.
So what can we do
Impose structure
Change behaviours
Before the meeting
During the meeting
Let’s focus on the team meeting
You know best
Before any meeting
You have space and
time.
This is the long
game
All the time
Build Rapport
Be interested in other people
Listen to your team
Take the time to understand
Master your self talk
Make sure you value your own
opinion
Brave is overcoming fear not its
absence
Fake it till you make it
Culture of ideas
Suspended Judgement
Valuing Diversity
From P.C. to Respect
Agree how your team make decisions
Who makes decisions
Majority (50% , 75%)
Silence is not consent
Group Norms
Externalise Values/Mindset
Highlight power equalization
Practical Concerns
Before the meeting
You have a focus
You have a place
You have a time
All the time
Known meeting
Facilitate the meeting (before)
Ensure agenda is sent ahead of time
Structure the meeting
Work with people before hand
For the less outspoken
ensure they know why they are
invited
For alphas let themselves expel
energy now as opposed to in the
meeting
Check your imposter syndrome
Compare yourself fairly
You deserve the role you have
You deserve self respect
Do what you need to be confident
Power poses before meetings
Meditation /Mindfulness
Visualize
Write what you want to say
beforehand
Give yourself space
Give yourself time
Give yourself permission
In a Meeting - Everyone gets a say
When you don’t
participate enough
or
When the team
doesn’t participate
enough
All the time
Known meeting
Facilitate your meetings (during)
Ensure structure
Echo , Paraphrase
Bring in the reluctant voices
Agree when someone says your
point before you
Amplification
Make yourself part of the
conversation
Get your position out early
People who talk early have more
influence
Before the alpha takes control
Before the alphas make it about them
Practice your script
When you are interrupted
When you are dismissed
When someone takes your idea
Don’t “Vague” it up
Be aware of qualifying language
‘Sorry’ , ‘Perhaps’ , ‘just a thought’
Don’t swamp your awesome point
with weakness
Letting others have their say
When you have a
tendency to dominate
or
When you have a
strong alpha in your
team
All the time
Known meeting
A ‘Round’ before discussion
Go a-round the table
Everybody states their initial position
No interruptions
Treat new ideas as experiments
Awesome for limiting expert power
Very effective because it focuses on
impact
Have more than one option
Get away from rail roading
Other options come from somewhere
Nominate someone as devil's
advocate
Permission is given to be critical.
Dissenting point of view becomes
required.
Include when challenged
Ask for solutions from the challenger
“What should we do differently”
Let yourself recharge
When you give your opinion , you
then need to “recharge”
Before you talk again wait for:
● 30 secs of silence; or
● Someone else to give their opinion
So lots there !
Before any meeting
● Build rapport
● Master your self talk
● Culture of ideas
● Agree how your team make
decisions
● Group Norms
All the time
Before any meeting
● Facilitate the meeting
(before)
● Work with people before
hand
● Check your imposter
syndrome
● Do what you need to be
confident
● Write what you want to say
beforehand
All the
time
All the time
Known
meeting
In a Meeting - Having your say
All the time
Known meeting
● Facilitate your meetings
(during)
● A ‘Round’ before discussion
● Agree when someone says
your point before you
● Get your position out early
● Don’t “Vague” it up
● Practice your script
In a Meeting - Letting others have
their say
All the time
Known meeting
● Treat new ideas as
experiments
● Have more than one option
● Nominate someone as
devil's advocate
● Include when challenged
● Let yourself recharge
4. Nudging your Team
Start with the why
Psychological Safety
Everyone giving their view
Increased quality of ideas
Some ideas you might have heard
recently…
Build rapport
Treat all new ideas as experiments
Facilitate your meetings
Create a commonality of interest
Agree (with what you can)
Build ( On what's shared)
Compare (the differences)
Gauge the Awareness
How self aware is your team's alpha ?
How self aware are you ?
Don’t let someone else dictate your
value
You will get what you tolerate
What does a healthy meeting look
like?
A fun, unpowered toy
The opportunity:
They are evaluating an idea..
Jack Alex Bob
Mary Sue Robin
Courtney
Jack Alex Bob
Mary Sue Robin
Courtney
Consensus
Jack Alex Bob
Mary Sue Robin
Courtney
This leads...
Power in teams version2
To a great idea!
How goes my journey?
I have discovered change is hard.
But not impossible.
In Summary
● If you talk too much - talk less, talk last.
● If you tell people what to do - ask more
questions.
● If you never speak, the team needs you
to speak up.
It's in your hands
No really
It’s up to you
That's it!
Any questions?
References
Facilitator’s guide to participatory
decision-making - Sam Kaner
Teamwork is an Individual skill -
Christopher M Avery
Group Dynamics for Teams - Daniel Levi
Crucial Conversations - Patterson ,
Grenny , McMillan ,Switzler
Thanks to
Kirsty , Sol , Dom ,Erin ,Nuz and Paula
Felicity , Iseult , Helen , Tanya, Lee and
Peter
And as always My Girl
References
Various resources about gender and meeting
http://time.com/money/4450406/men-interrupt-talk-more/
https://www.washingtonpost.com/news/powerpost/wp/2016/09/13/white-house-women-are-now-in-the-room-wh
ere-it-happens/
https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en
http://www.csmonitor.com/USA/Politics/2016/1008/How-women-lead-differently
psychological safety and google
http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.ht
m
Power
https://hbr.org/2016/10/dont-let-power-corrupt-you
Self Talk
https://melissaambrosini.com/wealth/7-things-you-must-stop-letting-your-mean-girl-tell-you/
Imposter syndrome
http://www.forbes.com/sites/margiewarrell/2014/04/03/impostor-syndrome
Twitter : @CaoilteDunne
LinkedIn : CaoilteDunne
Slideshare : http://www.slideshare.net/caoiltedunne/poweragilty-and-wicked-enviroments-67607828
Other Info
Link to slides
http://www.slideshare.net/caoiltedunne/power-in-agile-t
eams
Twitter : @CaoilteDunne
Email : caoilte.dunne@dius.com.au

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