 Hello, I mean a nice lunch Okay, me too. So I feel heavy now. So yeah, my name is Angel Diaz. I'm from Spain and I'm a TEC I'm proud to be an enterprise coach for this Gamalaya and I've managed with people in our training trainer you might find out for my training on Monday and Tuesday if you don't And one They say before I love changing things, right? I love it Just because I feel I'm important, right? So that's feels cool. So this was this way before and now that I'm in, it's different. So I'm important in the world and I will start with the story that happened to me in that big transformation that I worked on for for three years that was in a big bank in New York. This one's from here. I enjoyed it. So I was working for that company, very passionate about this new thing coming up in the bank, that is, Agile. And there were four two people in the department. I used to call them the four riders of the apocalypse. Because every time they started talking about Agile, they had something against it. Once I gathered with them in a room and they would they look at me and they told me skeptical about what you're telling us to do about this thing that you're talking about. And I answered them, so what I'm talking about, I never tell you anything about my digest. Of course that created anger on me. I hate them, right? There were those people just flirting me and after a couple of years struggling with tough people that were against my initiative, I realized that everything was about me. That's so egocentric person looking at myself, at my change, at the thing that I wanted to do, I. What about them? So I like changing things, right? For me, that's exciting. But not everyone experience the same things in the same way. So then I discovered this new word for me that is empathy, right? I discover that different people experience different different things happening in their environment, right? Experience is different for different people. Not everybody is excited about things changing, not everybody experienced the same thing the same way. So I learned, I think this is the most important lesson that I learned about change is that before exposing people to something new, you have to consider the experience that that will create of them. As a human being because I think we very often do this mistake. We think that we have to behave as professional, that people are supposed to behave as professionals, so we treat them as professionals, but before professionals, we're human beings. So you have to think before exposing anybody to any change. How will that experience be for that person as a human being? What is the science thinking? Design thinking is the process that is meant to design experiences. It's usually used to get empathy for the context of your customer so you can design a pleasant experience for them. Then that was exciting to me because maybe I could work on design and experience for the people being part of change. So in the design thinking process, you first need this, a model to the disciplinary team, right? So people with different points of view that can give you something important, that can give you important insights to help you get in empathy for that person you're working with, right? That's why at the beginning I hate those people who didn't want to change. I hate the laggards. I wanted just innovators in my team. And that's a big mistake. That won't ever help me get an empathy for the laggards. You need the laggards in your transition, in your transformation team. So first, the front design thinking, you need a multi-disciplinary team with different points of view. Then you need to print. You need to understand the current environment and how do you want it to be in the future, right? And you start by observation. This is the first step of the design thinking process. You have to observe to understand the context of your custom. In this case, the context of the people that is working with you, the people that is going through the transformation. Then you generate TDS. You brainstorm and get more understanding. You gather more data, gather more information about what is going to happen in the life of that person. Providing the information that you got before, after the empathizing phase of the problem. Then when you decide what insights are useful for you, you provide, right? You provide, you try something, see what happens, and then guess what? Each of them. This is how the design thinking works. So the difference, this workshop that we're going to work in comparison to another workshop, another traditional design thinking workshop, is that we're going to work on some people in your organization. We're using design thinking this time not to design a service or to design a product for a customer, but to design experience for your co-workers. And this can be used either for changes or either for anything that you want to happen in your organization. Such as payrolls or performance surprises or whatever change that you're going to run in your organization. You can go through a design thinking process to get more empathy for the context of your co-worker and design the experience that that is creating. Right? So you want to give it a try? You want to work on that? Yay! Yes! Okay, great. Great. So now I need you to form teams, right? We have seven tables and a lot of people. I'm not going to count you. So I think that every table is full. We have some free spots here. If anyone want to join that table, it's free to do so. They warned me about that. So that's why I was trying to make it slower. So we have a team. So first step is cover, right? Have a team? Teams? Yeah? Okay. So now we need to define the context. So let's say the context is we are, guess what? Working for a big bank, right? This traditional, hierarchical organization, right? And in your table, you need to choose a role, right? A person within the organization. Please be creative, right? So I can give you some suggestions. A developer, a tester, an old passion manager, a passionate guide code, whatever you want, right? So just two minutes discussion, decide what is going to be the role that you are going to work with. Okay? Two minutes. Go! Okay? Are we done? Which table is not done? 30 seconds. Right here. Sorry about that. Yeah, one roll per table. Yeah? No, it's fine. It's fine. It's okay. No, no, no. Just one roll per table. One roll per table. One roll. One roll per table. Yeah, one roll per table. One table, one roll. Okay? Are you done? Everything is wrong? It's done? Everyone is done? Do we have one roll? No? Okay, so please out loud. Okay. So please out loud. What is your role? What is your role? Developer. Tester again? Whatever. You can repeat. It's no problem. Tester again? Developer. Developer. Okay. So one of the developers, are you going to work there? Oh, cool. Okay. You're going to need more materials. You're going to need materials. There? Timo. Okay. Cool. Cool. So you will have maybe too many developers. Who is willing to change for a manager? Manager. Manager. Okay. It's okay. It's perfect. It's perfect. Okay. So we have like a very, quite diverse enough, quite a little bit of different options here. So that's great. It's what I wanted. Okay. So let's start with the first phase, right? Which is observation. So we're now trying to get empathy for the context of that person, for the context of your manager, your developer, whatever. So we're going to work in this technique called persona, right? You might know it, right? But in a slightly more exciting way. You have magazines in your table, right? Who doesn't have magazines? You have to steal some, right? Try to steal material from the close table. It's okay. We can still steal. Okay. I'm Hispanic so we do something like that. We've done it in South America for many years. So we're going to create this. I need a representative for every table coming here because you need a big piece of paper that I'm going to give you in a second. So wait. And you can cut pieces of your magazines and you have blue, right? You have scissors. You have blue. So you are going to do this persona in which, of course, you know, you have to describe that persona with a name, age, hobbies, whatever, as much information as you can. But with pictures, right? Yeah. You don't test it in your case, your manager, whatever. So we want to understand him as a person before, right? And I need also from you to write down in your persona what are at least one, two, three, one, two, or three moments of truth, right? That is the moment in which their first experience or the first get to know about agile, right? For example, my idea, I don't know, conference, a blog, someone coming to the company, a training, whatever you decide, right? So you have to choose these two, three moments of truth, right? It's clear? Okay. So pick your papers. You have maximum 10 minutes to work on this. Okay. Go ahead. Well, one, four, five, six, and seven. Yeah. Okay. That's very good. Oh, what? That's not the best option for flip charts. Okay. So one for you, one for you, one for you, one for you. Yeah. And it's ticking. Yeah. Collage? Yeah, it's a collage. Yeah. You have to do a collage. Oh, sorry. Thank you. I have multiple pictures about his car, his phone, his wife or children, whatever. It's a collage. Do a nice collage for me. Many pictures. I have the clock here. That's all right. Time over. Okay. Great. So now we need, we have tape owners, right? So please tape owners use your tape, right? To stick in the wall your persona. So choose a piece of the wall. You can use here. You can use here if you want. Just stick it in the wall and paper owners, please come and take your paper for your next exercise. Okay. So please book and tape owners, whatever you like, whatever you like. If you can come, if you want to come here, come here. Yes. Thank you. Thank you. All right. And as in any dynamic, what we do is in any brainstorm, we create a lot of crazy information and then we convert. So we choose the one that is important for us. We choose insights. And for that we're going to use the empathy map. So who here, I know you're all excited about this new persona, but we're here. Thank you. You can continue the discussion afterwards. So here we're going to draw that very nice person. You can see that I'm an artist. And there are four pieces, four quadrants in that paper. This time it's about understanding what he thinks. That's why that person is bold like me. So what he thinks is in his mind. What he says in his mouth, what he feels in the heart. And what he hears is the ear. So please draw the nice person in the center of your paper. And then you're going to use sticky notes, right? You know how sticky notes work, right? They're pretty easy, not simple. So this is how to use sticky notes 101. It's maybe the most important thing you're going to learn in this conference. So you can understand that a piece of paper is sticky notes because it has glue in the top part of it. That means that if you write like this, when you stick it, it stays like this. If you write this way, you're going to find out that when you stick it is like this and you don't want it. So we use sticky notes because then we can move by idea. So that means that if you write one idea, it's okay to move the idea. If you write two ideas and then you try to split into the posted notes, you're going to see that it's not going to stick, right? So it's very important that you use just one idea, one sticky note, right? Okay. And this is the advanced part, right? This is the advanced part. So if you use sticky notes because you want to visualize things, so please use something that is visible, such a marker. Don't use it. Don't ever use like a really small pen so anyone can see the complex literature that you wrote there. So please be simply visible. And if you stick it off like this, you're going to see that it's curled. And then we try to stick. This is high, right? You don't want that to happen. What you have to do is go from the side and you will see the marker. It's still straight and still working. Okay. So now that you know how to use sticky notes, you can use your sticky notes to place in your piece of paper the ideas that you have. So do it as you want, privately or in your team or whatever. Just put at least a thousand post-it notes with different things about what he thinks, what he hears, what he feels, and what he says about ideal. Right? Okay. That's cool. Understood? Okay. So 10 minutes to get to work. 10 minutes. 10 minutes. Tape owner? You? Okay. Tape owner? You can be the tape owner. Right? Converging. Ideal. Tape owner? Thank you. Thank you for your attention. So if we think, if you think that you are almost done so you don't have more ideas or whatever, just vote. Right? So vote. Who here doesn't know that those vote in technique? So everybody does. Right? So you have three votes. You can either use your three votes in three different post-it notes or two in one of them and then one on the other or three on one of the most critical things, the things that you really want to underline. Okay? So you're going to choose when we're going to vote in your table, right? To select the most important things. The insights that you think are critical, something that you have to focus on or find something that you think is really, really important. Right? Okay? So three points in total. Right? No, no, no, no, in total. I mean, you have three points. Should we distribute in, think, say, fill and here? Okay? Each person has three points. Okay? Just to discover about your team. How do you think the team feels about it? What? No, no, no, no, no. Vote, vote, vote. Three points? No, no, no, no, no, no. Please use dots. Right? Not post-it. Dot. Is it clear? Clear? Exactly. Three? Okay. Three, one, one, one, two, one. Okay? In total. In total. Right? Each person, three points total. Each of you have three points. So vote in the total piece of paper. Right? You just have to go and say, this is important for me. So one, two, three. Or this is the two more important. One, two, and three. Or I like this, this, and this. It's the thing that you want to underline for the rest of the team. Okay? While we're here, you can continue working on that afterwards. If you want, for a second. Okay. So what we want to do here is convert. Right? So first we created a lot of information about that person. And then we choose what is important for the agile transformation. And then we choose to underline what I think is important. Right? So we all have a perspective about how the team thinks about it. Right? So we convert. We have some insight. Okay? Make sense? Right. So we are going for the second phase, which is creating ideas. I guess how are we going to do now? Converse or divert? Divert. Right? So we are going to go crazy and create a lot of ideas. Right? So we're going to go in this technique that is called think in reverse. Right? So you need a piece of paper. You need post-it notes. You now know how they work. And we're going to create ideas. So brainstorm. You can do it as you want. So in private or with your team. Right? Whatever you want. Just write ideas that would make the agile transformation really painful for that person. So make him feel the pain, feel really bad and hate agile. That's what we're going to do. Just create ideas that would make that person hate agile, the agile transformation, and you personally. Okay? Make sense? So please tape owners. Tape your empathy map in the wall close to your persona. Please paper owners come. You will have a piece of paper and you have 10 minutes to get this done. Okay? Okay. Tell him he's going to feel the pain of being in a planning session. So whatever you like. Ideas, actions, thoughts, threatens, whatever you want. Just go crazy. Cool. Just inspect and adapt. Seven minutes. Okay. Okay. So let's stop a second again and guess what? Now we're going to vote. Right? So I need you to vote things with the same strategy. So vote voting. You have each of you have three points. You have to vote things that you think are risking to do. That you are risking to do. Because some things that we know that could make that person hate ideal. We could be doing that. Right? Sometimes we could be doing something similar. Something that resembles this really, really awful thing that we decided on purpose. Okay? Make sense? No? Okay. So we have to vote the things that you think you might be risking to do. Or you are currently doing. Or things that are really, or things that you have all the stuff that is really similar to that one thing in your table. So you chose, like they say anti-patterns, right? You chose things that will make that person hate ideal. Okay? So vote the ones that you think you risk to actually do. Yeah, might be done. Yeah? Make sense? Okay. So don't vote, please. We have four minutes left. No, the thing that you might be doing. That you don't want to do, but you might be doing it. Okay? So same question? Okay. So you have to vote things that you might be doing. No, no, no. You already chose things that you don't want to do, of course. So choose the one that you risk actually doing. That you might be doing. Out of those, right? Out of those, you chose things that are wrong. Just underline the ones that you might be doing or you are doing. And you know it's wrong now, okay? I don't think it will work this time. No, no, no. What was the last thing? You vote on the things that... You vote on the things? Exactly. So for example, one thing that you might be doing is one of those, right? So you might be doing some of those or something like that. Okay. Okay. So without it, we need to stop a second now because it's getting every time a little difficult, right? That's normally what we want. So I need a second of attention. We can go on later. Okay. So here, what we're doing is trying to identify things that we do although we know they are wrong, right? For example, I did that a lot in that transformation. So I was, let's say, putting the fear of people about the no need of jitter keys, right? So we don't need that much jitter keys. That's a threat to people that are on a jitter key, right? So I worked very hard to reach that level. And is this bald guy telling me that I won't be that dumb anymore? That's a threat, right? So it's something that you know is wrong. That makes people feel bad, but you're doing it the same. So I wanted with this exercise to identify things like that. Things that we know are wrong, that are spreading people that are against people, feeling that are against the experience that you're creating, but instead you're doing it, right? So actually, and that was at least my case, I repeated it several times. So same message, several times. Even creating a pattern, right? So sometimes when you started in the transformation, in our big organization, you have this bus, right? So people are talking about this and this bus sometimes is good, but sometimes has an unhealthy effect, such as people feeling threatened, right? I call that a pattern. A repetitive pattern that is happening in different parts of the organization, different conversations and different moments all around the life of the environment of that person. So the organization, right? What we're going to do now is to try to identify and break those patterns, right? So now we need to choose the ones that we voted, right? It can be one, two. So in this case, let's say we had several similar bad ideas that we grouped that way and we voted as more important to, in this case, we have like three blocks of patterns, right? That could be having this coffee table conversation about people, about not needing a hierarchy, for example, or having this PMO, this conversation with the PMO guys about we're not making any plans, whatever. Whatever pattern you identified, you might be risking to do, right? Connected with the last dynamics. So far so good? Yeah? Okay. So once we identified, let's say, two, three patterns out of the most voted bad ideas that we chose in the current pieces of paper, we have to brainstorm and create pattern breakers, right? So describing the pattern, this can happen when we do blah, blah, blah, blah, and we can prevent it to happen if we do else. Okay? So this time it's not about creating a lot of stuff about diverging, it's about converging. So we have to work as a group and identify patterns and create ideas to break those patterns. Okay? Is that clear? As much as you want, but at least two or three. If you can do everything, do everything, right? I suggest you to do two or three, two or three patterns, and then as much pattern breakers as you like. So if you want to go creative, go in the patterns breakers, in the actions. Those are actual actions, okay? So 10 minutes. Now, right after you choose the important bad patterns in your thinking reverse sheet, stick it in the wall, right? So take off what you need from your thinking reverse sheet and then put it in the wall, okay? And of course, please, paper owners, come pick up your paper. You have 10 minutes. Get to work. It's not mine. Everyone went like, ready? All right, time over. Time over. Okay, so, wait, wait, wait, wait. And in the head. Okay, so here we identify some patterns and pattern breakers. Now we want to convert that even more. And we're going to get into the third phase of the process, which is prototyping. What are we going to do this time? We want to write the story, right? So for that, we're doing storyboard. If you're good at drawing, you can draw the story. If you're not good at drawing, you can use your magazines. You can do a collage in which you're going to explain your favorite action that is going to break the identified pattern from the previous dynamic, okay? You can work on one of them. You have time. You can go for the second. If you have time, you can go for the third. We call that prioritization of better ordering things, right? So do as much as you can, but choose the one that has the most impact the first, okay? Is that clear? So now please tape orders, stick in the wall your pattern breaker dynamic, and please paper owners come here, take your piece of paper, and let's create a storyboard in which you are going to design an actual situation in which you are using your pattern breaker to an actual action, okay? Is that clear? If you want to do the three of them, do the three of them. So between one or three. If you need more paper, you can come and draw as many stories as you want, okay? So you are to design a story. The dialogue, the training, a plot, a session, whatever you want, whatever action you want to depict. You're describing the action, okay? Ten minutes to go and get to work. But let's say five minutes this time. Okay, great. So one story is for an action is I go to the board. I ask, I explain them what is agile about, I explain them why they need to be empowered, and then I got the people to be empowered somehow. So it's a story in which you achieve that, okay? Yeah, you can draw this. Yeah, yeah. For a second, okay? Let's stop for a second. We have five more minutes. Now there is the second part of this exercise. That is about the keywords, right? So I find out in my experience that vocabulary is critical. So the words that you use and how you use it are critical on the experience that you create, right? If you talk about scrum, agile or whatever, you have a guilty. You have something that is guilty for my unpleasant experience. So I want you to connect your initiative, right? So your strategy, the story that you created with some keywords, specific keywords, and for that we're going to use post-it, you know how to use post-it, okay? Keywords that you want to use and keywords that you never want them to be pronounced. So taboo words, right? Just identify a cloud of words that you want to use and a cloud of words that you don't want to use. Is that clear? Okay, okay, that's good. So I'm going to re-explain it. So we understand that vocabulary is critical. Okay, so we want to identify words, keywords. Words that we want to say that are good, that will encourage my initiative to happen, that will make my story more powerful and happy and fulfilling for that person, right? And on the other side, I want to identify words that I don't want to say. I will create fear, I will create a bad experience, right? So positive words, keywords that are positive, negative words, words that you don't want to say, you don't want to be pronounced, okay? As much as possible, just feel free, okay? But please connect the story with the words, okay? Okay, three minutes for that. Okay, sorry. The story is how are you going to make that happen, right? I don't know, you choose one of the patterns and the other patterns. So how do you make that happen? So it's a training, for example. Okay, we have five minutes to go and a little bit of work to get done. So please sit here, please. I love this because this is great. That means that you are enjoying it. So yeah, it's really sad to stop it, but we have time constraints. So now we're going to do two things at a time. So, thank you. Okay, so first, each table has to decide who resembles the persona you depict in your table, right? So you have to decide who is that persona. In the meantime, I need the tape order to stick the last story board in the wall, right? Okay, so 30 seconds, please. Stick and decide who resembles. Who is the persona? Okay, 30 seconds. Great, great. So every table has a persona, right? Every table has a persona. So please, please. Okay, so please. Everyone, everyone but the personas, please stand up. Okay? Everyone but the persona. Everyone but the persona, stand up. So you are, you are now, yeah, so you are now to change tables. So change tables, everyone but the persona. So the persona stays on the table, the rest of the people change the table. So 30 seconds, change table. Choose your favorite one. You change it? Change tables. Now, move. Change tables. You have still 20 seconds to change tables. Run, run, run. Go, go. 10 seconds. 10 seconds. 10 seconds. All right. Great, great, awesome. So what we're going to do now, one second of attention here, please. One second of attention. Okay, okay. So what we're going to do now is the persona explains to the rest of the people what happened in their table and what's that for him, right? So you have to put yourself in that person's shoes and from his perspective, explain what happened. So this is me. This is the persona. This is me. This is my life. This is how I feel, how I think. This is something that you might be doing. So please don't do this, this and this. Instead, you can help me making this happen, right? Got it? So you just have maximum of two minutes. So be fast to explain, I'm the persona. Oh, that's awesome. I love that. Okay, man. So we have two minutes and I also have to work. Go. That's awesome. I heard that it's about something. It's great, something I love. So I feel that you need teams that human beings and I love that artifact. So that's great. So how to make me hating this? Oh, this brings them. Okay, okay. So same stuff. So it's difficult to explain things. Applause for you. So we're done here. We're done here. So please, if you like what happened here, please share your work, share your work and explore it further, right? So you can try this for anything in your organization, not just the transformation, okay? So please design the experience of working for you, design the experience of working for your organization. Thank you very much for being here.