Agree or Disagree but Commit Agile Bodensee€¦ · Agile Bodensee Conference Lake Constance, 1....
Transcript of Agree or Disagree but Commit Agile Bodensee€¦ · Agile Bodensee Conference Lake Constance, 1....
Agile Bodensee Conference Lake Constance, 1. October 2015
AGREE OR DISAGREE BUT COMMIT
WHY DECISION MAKING COUNTS
© pragma(c solu(ons & alexander proudfoot
Mischa Ramseyer @ramsyman
Pamela Hackett @wrestlingchaos
Who are we?
© pragma(c solu(ons & alexander proudfoot
© pragma(c solu(ons & alexander proudfoot
What if …
WHY DECISION MAKING IS IMPORTANT?
© pragma(c solu(ons & alexander proudfoot
AF 447 RIO – PARIS
Was it the weather?
© pragma(c solu(ons & alexander proudfoot
Was it faulty equipment? © pragma(c solu(ons & alexander proudfoot
Did they have the wrong information?
© pragma(c solu(ons & alexander proudfoot
Was it human error?
David Robert 37
Copilot 6 000 hours
Marc Dubois 58
Captain 11 000 hours
Pierre-Cédric Bonin 32
Copilot (Flying) 2 936 hours
© pragma(c solu(ons & alexander proudfoot
Was it a lack of leadership?
© pragma(c solu(ons & alexander proudfoot
© pragma(c solu(ons & alexander proudfoot
What do we learn? © pragma(c solu(ons & alexander proudfoot
Airlines around the world have now changed their skills training to enforce habits that might have saved the lives of 228 people on AF447. They tell them to: • Pay more aFen(on to weather & what other aircraG are doing • They expect explicit clarifica(on on who is in charge -‐ When you have a captain
and a first officer in the cockpit, it's clear who's in charge, if you have two co-‐pilots flying the plane, no one knows who is in charge
• They want pilots to understand alternate law and to prac(ce flying by hand during all phases of a flight
Others will say airliners are built to auto fly and therefore that causes an issue – it removes informa(on from pilots, causes them to focus on other things and lose the full picture of what’s going on – context.
© pragma(c solu(ons & alexander proudfoot
CLEVER FIT
Intellectual side of business; performance, cost, efficiency, effectiveness, … Business Model facts & figures, KPI’s, structure
Behavioral side of business; human effectiveness, coaching & engagement, … engaging in people feelings & behavior
Decision Making as a Competitive Advantage
RAPID DECISION MAKING PROCESS
GUIDING PRINCIPLES
RULES OF ENGAGEMENT
FACTS – A Decision Support System
A DECISION
AGREE OR DISAGREE BUT
COMMIT
ACTION
TRUST
The DECISION MAKING Framework
© pragma(c solu(ons & alexander proudfoot
PEOPLE
RAPID DECISION MAKING PROCESS
GUIDING PRINCIPLES
RULES OF ENGAGEMENT
FACTS – A Decision Support System
A DECISION
AGREE OR DISAGREE BUT
COMMIT
ACTION
TRUST
The DECISION MAKING Framework
© pragma(c solu(ons & alexander proudfoot
PEOPLE
Decision Making Process PRE-‐DECISION IN-‐THE-‐ACTION UPON DECISION
PREPARE Decide who decides Decide what to decide Decide what you need
COMMIT Agree on decision taken Hold yourself accountable
Present / discuss the facts Use your voice Sort important facts Take „BEST“ decision
DEBATE DECIDE
DEBATE
DECIDE
© pragma(c solu(ons & alexander proudfoot
F A C T S FIND Sources Systems People Types
ASSEMBLE Analy(cs KPI‘s / Cockpits Dis(ll
CLEAN & condense Ques(ons Insights Understanding
TABLE Present the facts for discussion
SUBMIT Enter the facts that count
INSTALL A DECISION SUPPORT SYSTEM
© pragma(c solu(ons & alexander proudfoot
Decision Making Process PRE-‐DECISION IN-‐THE-‐ACTION UPON DECISION
PREPARE Decide who decides Decide what to decide Decide what you need
COMMIT Agree on decision taken Hold yourself accountable
Present / discuss the facts Use your voice Sort important facts Take „BEST“ decision
DEBATE DECIDE
DEBATE
DECIDE
© pragma(c solu(ons & alexander proudfoot
PEOPLE
RAPID DECISION MAKING PROCESS
GUIDING PRINCIPLES
RULES OF ENGAGEMENT
FACTS – A Decision Support System
A DECISION
AGREE OR DISAGREE BUT
COMMIT
ACTION
TRUST
The DECISION MAKING Framework
© pragma(c solu(ons & alexander proudfoot
TRUST
© pragma(c solu(ons & alexander proudfoot
GUIDING PRINCIPLES Consensus is not decision making “We must take the right decision not the one all of us can live with”
100% Accountability / Zero Blame “I’ll do my bit, even if you don’t do yours”
Confront below the belt behavior „It‘s OK to raise an issue“
© pragma(c solu(ons & alexander proudfoot
TEAMWORK SPEAK WITH ONE VOICE.
TEAM RULES OF ENGAGEMENT Drive your behavior
TRANSPARENCY Explain your ac(ons. Secrets cause mistrust.
RESPECT Treat everyone with respect and courtesy.
INTEGRITY Act with integrity.
© pragma(c solu(ons & alexander proudfoot
AGREE OR DISAGREE BUT COMMIT
© pragma(c solu(ons & alexander proudfoot
RAPID DECISION MAKING PROCESS
GUIDING PRINCIPLES
RULES OF ENGAGEMENT
FACTS – A Decision Support System
A DECISION
AGREE OR DISAGREE BUT
COMMIT
ACTION
TRUST
The DECISION MAKING Framework
© pragma(c solu(ons & alexander proudfoot
PEOPLE
DECISION
© pragma(c solu(ons & alexander proudfoot
a conclusion or resolution reached after consideration
ACTION
© pragma(c solu(ons & alexander proudfoot
Conclusion?
© pragma(c solu(ons & alexander proudfoot
... the team had guiding principles to which they all subscribed? Ground rules?
… the team had rules of engagement – rules of this game?
… the team decided to collect and utilize the facts?
… the captain decided to actively take the lead upon his return?
… they had an agreed decision making framework in place?
© pragma(c solu(ons & alexander proudfoot
RAPID DECISION MAKING PROCESS
GUIDING PRINCIPLES
RULES OF ENGAGEMENT
FACTS – A Decision Support System
A DECISION
AGREE OR DISAGREE BUT
COMMIT
ACTION
TRUST
The DECISION MAKING Framework
© pragma(c solu(ons & alexander proudfoot
PEOPLE
THANK YOU
© pragma(c solu(ons & alexander proudfoot
Agile Bodensee Conference Lake Constance, 1. October 2015