 If you're just joining us, please find a space at a table because this workshop, this is a team activity, so it is best done in larger groups. I can see there's a table of three people over there that you can join. The tables are set up for five or six people. There's materials on the table for six people. So you can also grab a chair from the back of the room and use it to join one of the tables of six. Wow, there's something about standing right here where I'm getting a lot of feedback. I don't know what's picking it up, but I guess I'll try not to stand right there. Come on in and grab a seat. We are just getting underway. Welcome, everyone. Thank you for coming. My name is Ellen Grove. I am an Agile coach. I'm from Ottawa, Canada. I'm also one of the organizers of Agile India, so in fact today is the day my theme team put together. So completely aside from my workshop, let me know what you think of how today is going, how the conference is going so far. But what we're here to do today is we're here to talk about team working agreements. Everything is awesome when you're part of a team except when it isn't, and we've probably all been on that team, right? It's a really special thing to be part of a high-performing team where people are working together effectively, where we're getting stuff done, where we're having fun doing it and we know how to work together and we know how to get through the rough stuff together. But it's not something that just happens. It's not something that just happens if you throw people together in a box and say, you, you guys there, you go be a team now, right? There's a lot of stuff that we need to figure out about how do we work together? How do we get things going? How do we design a working relationship amongst ourselves so that we can be effective, so that we can help each other, so that we can communicate well together to do whatever the thing is that we're doing. So yes, so this is the name of the talk. Everything is better when we stick together and it's about building team working agreements. We are literally going to be building team working agreements because what we're going to be doing in this workshop is we're going to be exploring building team working agreements using LEGO's Curious Play. So this is not, if you're looking for a place to come and sit back and have a nap after lunch, this is the wrong room to be in. I would invite you, if that's what you were looking for now is a really good time to get up and move along. I'm hoping you'll stay because this is going to be a lot of fun. The other reason that I think that working agreements are really, really important and we talked about this a little bit, Nuresh kind of touched on this in his keynote this morning is really effective teams have a lot of diversity, of experience, of thought, different people coming from different genders, different experience, different power levels possibly and levels of influence in the organization. We don't want teams where everybody thinks alike because when everybody thinks alike we actually have no original ideas, we don't do new and daring stuff. So when we're putting teams together we intentionally want a mix of personalities, a mix of approaches and one of the things that we have to help teams do is figure out how are they going to resolve all those differences amongst themselves? How are they going to figure out what they have in common and grow those things and how to exploit those differences to their advantage because you absolutely do want to have differences on your team. Otherwise you get into this boring group think situation where consensus is really easy, decisions are really easy because nobody is bringing any new and controversial ideas to the table. You need to have that friction in order for great stuff to happen. So one of the ways, when I talked about that working agreements are a way that you can design the working relationship in the team. A professional coach is talking about designing the alliance between the coach and the client about how they're going to work together. A working agreement and maybe a discussion of the simple guiding principles the team is going to follow is the team designing the alliance with themselves about how they're going to work together. And you want to do this because you want to encourage diversity and thinking but still have harmony and behavior. We're all going to bring our different ideas and our different experience to the table but we're going to behave in such a way that we can make use of those differences rather than having them get in the way. Designing a team working agreement is a really good way to help the individuals on the team become a little more conscious, a little more reflective of their own behavior and how they fit in the team and can help inspire them and encourage them to focus on being a better team player rather than just focusing on be I'm doing my thing and it doesn't matter if you're doing your thing, right? Having good working agreements can help team members hold each other accountable as well because when the going gets rough, probably most of you have been on the team where you feel like three or four people are doing all the work and then there's that one guy over there. There's Chris over there who never really seems to get anything done. He's always late with his work. He's not doing his share but nobody wants to talk to him about it. So let's have a conversation before we start working together about what we want to do when we get in that situation because then we'll all feel a little bit more comfortable, a little bit more empowered to go and have that conversation and say, Chris, we got to talk. I'm picking on you because you're right up front. But we want to put those agreements in place because it's a lot easier to do it before you need to have them. And it just fundamentally enhances group process by being very explicit about this is how we are going to work together as a group of people. Everybody understands it's on the table and you can, you know, does it eliminate all the friction? No, but it will help reduce some of the friction. And you spend a little bit of time doing this up front. You spend a lot less time sorting it out in retrospective after the fact. So the kinds of things that you might do to create alignment amongst your team members, there's sort of two levels of agreements that you might want to reach. The first are simple guiding principles, which are the higher level principles that the team uses to guide their behavior in terms of what's important to them. And then working agreements, what I like to think of as working agreements are very specific behaviors designed to implement those principles. So the simple guiding principles, and, you know, Ken Beckman, Shannam and extreme programming explained are things like being present. We want to be present with each other. That can mean a whole bunch of different things though. The working agreement that might go with be present is, you know, no electronics during group discussions because we want people talking to each other, not their phones. Or it could be something like no headphones in the team room. Those are very specific actions that the team members want to hold each other accountable for in order to implement those principles. Your team wants to have very few of these. I worked with a team in the U.S. last year where they were very, very proud of, on the wall in their team room, they had a list of 40 items in their working agreements. And as coaches, we were quite impressed. So they said, wow, wow, it must have taken me a long time to come up with all of those. I said, no, it was easy. We just went around and grabbed them all from the other teams and put them together and there we go. And wow, what a colossal waste of time. You want to have focus. What you want to do is use the items in your working agreement to really help your team focus on what are the things that are most important to us to be successful and what are the ones that we need to remind ourselves about. What are the things we need to pay attention to? Because if something the team is doing already together, we don't need to add that in a working agreement, put it on the wall. We can assume that we've got that one and move on. Where that becomes a little bit tricky though is when you have new team members coming onto the team. That's where some of those things that everybody on the team knows. Suddenly everybody on the team doesn't know them anymore. And maybe they have to be part of your working agreement to that point to help new people understand this is how we work around here. So the kinds of things, the other thing about working agreements that I tend to do a little bit differently than some of the other people that I've seen is I see a lot of working agreements which I mean they're action oriented but like they're be at the stand up at 9 o'clock or they're very like, they're kind of superficial things and the kinds of things that you want to capture, really capturing your working agreements are what are the things that are important to us as team members? What are the things that make us feel good about our work and working with each other? What are the things that we value and what are the goals in the team and how do we show it in our work and how do we show it in our relationship? How do we want to treat each other? This is the most important thing. How do we want to be together as a team and kind of the most important part about that is what do we want to do when we don't agree because high performance teams have lots and lots and lots of disagreements. What makes them a high performing team is they figured out how to get through it together. At that point, I'm going to stop talking and we're going to start having some fun. What we're going to do, I mentioned already, we're going to be exploring team agreements through Lego Serious Play. Everybody on their table should have a bag of Lego enough for each person at the table. If any table has more than six people, you might need to send somebody to the front to grab another bag. You also have these little cubes with pictures on them. These are called story cubes. We're going to use them a little bit. Feel free to take a look at them. Everybody should have a bag of Lego. Everybody's Lego has exactly the same stuff in it. We're going to use this to have a conversation. Is there... Do you guys who are sitting along the wall, do you want to grab your chairs and move to that table at the back where nobody can really see from or move that set yourselves up so that you can see me take a bag of Lego and take three cubes for your table? Just a quick check. How many people in this room have never played with Lego before? Okay. How many people have experienced with Lego? Those of you who haven't played with Lego, if you have experienced with Lego, please keep your hands up for a moment. This is your technical support. If you need help, if you're struggling to figure out how things, look around for one of those people and ask them for help. What we are going to do first, as a warm-up exercise, I would like you to take the pieces of Lego in your bag and I would like you to build a bridge. A bridge is anything you want it to be. The only requirement I'm giving you about what a bridge is, you should be able to slide two fingers under the bridge. But apart from that, what I would like is entirely up to you. The only other thing is every bag of Lego should have a little minifigure in it. I would like your minifigure to appear somewhere on the bridge. I'm going to give you two minutes to build the bridge. Off you go. Okay. It's all good? Just under a minute left. No pressure. You can see some people are done already. Some people are still perfecting their creations. We're not worried about perfect though. Okay. So, if I can ask you to finish up your masterpiece. Now this is where we probably want to do a little bit of maintenance on the tables because for our building exercises, we're going to want to be able to see everybody's models. So if they're flowers, they're water bottles and things on your table, you might want to push them to one side, kind of clear out the area in the middle so that everybody can see. And what I'd like you to do when you've done that, is just kind of move your bridge out in front of you so that everybody at the table can see your masterpiece. You can look around and admire what everybody else built. And improvising using the materials at the table to make it even bigger and better, that's very cool. So just take a moment to appreciate the creativity at your table. Because I gave you very simple instructions, a very limited set of materials, a short period of time, but I am going to imagine that no two people built exactly the same bridge. Everybody, even though we started from the same place with the same instructions, everybody brought their own personality, their own ideas to it, and came up with something unique and creative. We are all creative people, right? And one of the things I love about Lego Serious Play is it helps bring out that creativity in all of us. There are people who go, we talked a little bit this morning about introverts and extroverts, and people who don't think they're creative, although I don't think creativity is linked to introvertedness or extrovertedness, but I've never seen anybody fail to be creative using Lego Serious Play. So anybody imagine that the person on their bridge was doing something as you built your bridge and as you put the person on it, you start to make up a little story in your mind about what that person is doing? Good. Good. Because Lego Serious Play is trying to jump. Awesome. I see that a lot, actually. I also see people hanging upside down from the bridge. Then we can have a different conversation about what's going on in your work life. But this is what we're going to do. In Lego Serious Play, what we do is we use Lego to tell stories, to share ideas with each other about things that are going on, and things that are actually big serious ideas. This is what it's Lego Serious Play for a reason. It's playful, it's fun, but we use this as a technique to talk about some pretty major stuff. My favorite case study, this was not something I did personally, but one of the inventors of Lego Serious Play, Robert Rasmussen, did some work with NASA after one of the space shuttle explosions. They were trying to pull a team of experts together to create a committee to figure out, oh my God, what went wrong, and how do we not have this happen again? This was after many lives were lost and many years of work were undone. This was a serious thing where a lot of people had a lot of strong feelings and strong emotions. Robert went in and did Lego Serious Play with that group of people to help them get focused on, let's talk about some of the things that we're feeling as a result of this huge tragedy, and also let's create our vision for moving forward. Let's create our vision for how we want to work together as a group of people who have just been through this really horrible experience. I can't think of a more sort of serious example than that of how you might use this technique. People sometimes look at it and go, ah, we silly little Lego block. That's fine for, you know, six guys in the garage at the startup or whatever, but this is a technique that's used in a lot of really difficult situations with unblocked conversations to help stimulate creativity, to help people come up with ideas they didn't know they had and literally get them on the table so that they can share with other people. So we're going to do another little creative warm-up exercise before we get into building working agreements. And what I would like you to do for the next exercise is take apart your bridge. You can take a picture of your bridge if you like, but you're going to build better stuff later. Take apart your bridge, and I'd like you to take some interesting pieces from the blocks that you have. Maybe use 20, 25 pieces. Use all of them if you're that kind of person. I just want you to take a couple minutes and build something interesting. But I want you to think about what that thing is. Come up with an idea of what you're building. Build something interesting. Build something that means something to you. Build something that you've got a little bit of a story about in your head. I'm going to give you about two and a half minutes to do that build. You're looking puzzled. You're going to be stunted by the challenge. Okay. And I apologize. I'm totally going to pick on you for the rest of the presentation, Chris, because awesome. Thank you. I'm going to give you about 30 seconds more to build. If you can finish up your creation. And again, move it out a little bit so that everybody at your table can see the magnificent thing that you've built. And I hope you've all got a story in mind about what it was that you built. Okay. Because what we're going to do now is this is where I mess with your head and make you do a little bit more work. What we want to do before we move into talking about working agreements is we want to warm up our storytelling muscles a little bit. So I asked you to think of a story about the model that you've built. What I'm asking you to do now is you're going to tell a story about your model, but it's not the story you've already got in your head. On each table, there's a little set of story cubes. These are little dice and they have different pictures on each side. And these are one of my favorite tools for doing sort of creativity thinking with people. What I'm asking you to do is rather than telling the story that's in your head about your model, you're going to roll the story cubes. There's going to be three images that come up. And you're going to pick one of those images and tell a story about how your model is about. I don't know. I've got this giant eye on mine. So maybe I thought I built a model about this is my house and now I'm going to tell you a little bit of a story about how my model is about how I see the world. Or maybe I'm going to tell you a story about how my model is about friendship based on whatever picture I choose. So the way this is going to work is the first one person at the table will roll the dice, pick an image, tell the story about their model. It's just got to be a short story. This isn't like a novel. Six word story in a tweet will do. You're going to tell a story about your model that's about one of the ideas on the dice and then you're going to hand the dice to the next person. They're going to have their turn. They're going to have their turn and you're going to go around the table. I'm going to give you about four minutes to go around the table. Off you go. You roll all three dice. You pick whichever idea appeals to you most story about your model that relates to whatever the idea is. You've got to tell it about your model. If you grab a bag of dice you can probably grab a bag of like this. It was just a little warm up exercise to get our storytelling muscles going. The other concept that I want to introduce with this, with the Lego series play is when we're building in Lego series play we're trying to harness the power of creating metaphor. We're not necessarily trying to build a literal representation of this is the answer to my question. You ask me a question about how my team works and this is my team and this is me and this is where my boss's desk is. We want to build the idea that's in our head about the nature of the relationship or about the opportunity. So your model can actually kind of mean anything. The story about it that you tell that is really the exciting and interesting part. And what we've done just in this warm up exercise is I've shown you all the steps in the Lego series play process. It's like all good things it's actually very, very simple. The way it works is as the facilitator I present a challenge to you I ask you to build something. Build a model and you attribute meetings to the model. You share your story about the model with the other people at the table so that you can hear everybody's perspective about the question. This is another one of the reasons that this is such a powerful tool because it helps level the playing field for the conversation at the table. We've all been in that meeting where one person at the table or two people at the table do all of the talking and everybody else does the talking because either they have to think for a little bit before they offer their contribution to the conversation or maybe last time they offered an idea in a meeting somebody else said well that's a stupid idea to which you go okay well then I'm not going to offer any more ideas that's fine right. And that's a tremendous ways. We hire people for their expertise and their creativity and then what we want to do which is possible. The way LEGO Serious Play is structured where everybody builds everybody tells their story is designed to help get input on an equal playing field from everybody at the table and the whole process of having the build cycle before you tell your story can really help as well because there are some people who are just the kind of people who don't talk a lot in meetings, people who are more introverted or people who are just you know don't do that and if you ask them a question in a meeting they'll give you a two word answer. If you ask them to build a model and then explain the model you'll get oh and this and this and this and then there's this part and there's this part of this idea too and it's just it's amazing to see them blossom and to see all that creativity come pouring out. So this is how we use LEGO Serious Play in this workshop we're just going to do individual builds. We're going to bring our individual perspective to the table. If we had more time if we were trying to solve a bigger problem together there'd be another step where we might first build our individual perspective on the situation and then put our pieces together on the table to create a shared model and that can be really powerful if you're trying to create a shared vision a shared understanding of something that actual physical act of taking everybody's point of view and physically making it fit together and figuring out where things are the same things are different and how they relate to each other super powerful. So unfortunately in 90 minutes we're not going to get there today. Just before we get into the working agreement questions just a couple of things about how this works that I want to stress as I mentioned the way it works is very very simple I as a facilitator ask a question what you build is your answer to the question there are no wrong answers whatever comes out on the table that's awesome that's what we want to see. I encourage you to think with your hands because there are some things that you might go how am I supposed to answer that in Lego? Start to play with the blocks if you start to play with the blocks you start to pick up pieces something will come to mind you'll go oh this makes me think of this and you're off. Honestly I've never seen anybody come up dry in a Lego series play session I actually I take that back when I did this at a conference recently last year in Scotland there were a couple of questions that were really similar we were doing something about conflict resolution and the first question somebody at the table was like I don't even know how to answer that question but then when the second question came around which was kind of coming at it from a different angle he was like oh yeah except for that exception I've never seen somebody fail to build something because they couldn't figure out what to build when you're sharing your stories about your models what I would like you to do is I would like you to listen with your ears but I would also like you to listen with your eyes I encourage you to ask questions about the model if somebody if Chris is sharing his story of the model it's perfectly okay to say hey you didn't talk about that does that mean something special those kind of questions are encouraged the kind of questions I would not want you to ask because it kind of keeps the point of the conversation don't go oh yeah I had that happen to me you know in response to the story excuse me two once did you try this did you try that that is not the place for this conversation what we're trying to do is get everybody's ideas out on the table so that everybody can share them so clarifying questions are great going off into rat holes about the detail of their experience and your experience and how that all fits together that's a different part of the conversation so please resist the temptation to do that and the last rule of Lego series plays everybody participates everybody builds everybody talks there aren't any spectators in this room right at the moment which is cool because usually I don't allow spectators either you're building or you're not in a conversation in a workshop not such a big deal but if you're doing this in your workplace to actually have a real discussion everybody needs to participate so getting on to the kinds of things the questions that we would want to have with the team the conversation we want to have the team as we're putting together this team working agreement the first question that I would like you to build is I would like you to build a model that represents either the best or the worst team member you have ever worked with your choice best or worse but I'd like you to build a model that talks about the best or the worst team member you have ever worked with hopefully it's not somebody sitting at your table can I give you about three minutes off you go and I'd like you to share the story what I find works well to help time box things in this situation is if somebody at the table can run a timer for the group and probably about five minutes is the right size for these groups for everybody to be able to share their story because we want to get to the essence of the story so if you can run a timer at your table for five minutes and then within the group you need to share that five minutes amongst yourselves tell your story so let's turn with the next question maybe the projector will come back on eventually but this question is about you the question you're going to build this time is what is the superpower that you bring to your team pretend for a moment that the people you're sitting with you've just been brought together to work on something big and exciting we're getting to know each other as part of a lift off and what I'm asking you to build is what is the superpower that you bring to this team that may not be obvious when people first meet you I'm going to give you about three minutes off you go in the space of very little time are you starting to get to know each other starting to learn things about each other that might not have come out in casual conversation right so now that we've talked about the strengths that we bring to the table you might want to take a moment line up your X-Men team take a little photo show the powerful team that you have assembled at your table I'd like to flip the question around a little bit and talk about what kind of help from your team do you need because this again is one of the signs of a high performing team where people ask each other for help and offer help all the time they're not afraid to show up and say hey I don't know how to do this I'm kind of stuck could somebody please help me on teams that are not functioning so well people are afraid to do that right because we're all hired to be professionals because of our skills because of what we bring to the team and it's really hard to drop that and go hey I can't do this alone please help me I think it really helps at the outside if we talk about what are the kinds of help that I would like for my teammates and that's what I'm asking you to build this time around what kind of help would you like from your team here are your new teammates what are the kinds of help that you would like from them in order to be the most successful team player you can be off you go we'll give you about 5 minutes to do the round of storytelling somebody gonna talk it's really important that everybody gets a chance to share their story and I always feel bad at conferences it's like we gotta get going but I don't want to cut off the last person at the table so you learned a little bit more about your team members now about we've learned about what are the strengths they have the superpowers they're bringing to the table and what kind of help they might need and that's something that we often don't talk about up front when we come together as a team how best can we help each other think about how much you can accelerate team development by having these conversations up front another question that you might ask I got this from a friend of mine at Agile 2015 last year and I think this is an awesome question we will not be building it today though because we're only going to do one more build and the time we have is if I appear to you to be stressed or overwhelmed I would appreciate it if you do what because we all respond to being under stress in different ways some people really want the support of their colleagues they want to go let's go have a coffee we can talk about with bugging you how can I help you other people want if they're under stress and I'm kind of one of these people it's like no no just leave me alone let me sort it out I'll ask you if I need help and it's probably a really good thing if you're trying to gel as a team to understand how your teammates approach the situation because if you're the kind of person who thinks oh when the going gets tough I absolutely want to have somebody sit down and talk with me and help me through it and bring that kind of help to somebody who's going no get away from me I just want to be alone to figure this out for myself there will be friction right so knowing that about people up front can be super super helpful the last build that we're going to do in our session today together and I think this is really this is one of the most important things to address in your team working agreement is the question of what do we do if somebody on the team isn't doing what I what we think they should be doing I picked on Chris I'll continue to pick on Chris what if we think that Chris is not pulling his weight on the team how do we want to handle it so what I'd like you to do for our final build of this session is that's your question what should we do as a team if somebody on the team if we feel like they're letting us down how do we want to handle it three minutes to build what should we do as a team if somebody on the team is letting us down go has everybody had a chance to share their stories do you guys need more time give it a minute more have you guys had time now just finished excellent so if I can ask you to bring your focus back to the middle of the room please I mean from the buzz from the energy in the room it's clear that you guys had some pretty interesting conversations about what's going on you've learned about what are the yeah what are the things that other people look for in their team members what are the superpowers that the people who are on your team bring to the team that they might not reveal to you we've talked about what kind of health we want from our teammates which is really really important and then what do we want to do if things aren't working out we've started to consider those questions if we don't think things are working out as they should how do we want to handle it we start to get insights from everybody this is the point at which and we're not going to build this today because we're getting pretty close to being at a time but this is the point at which I would sit down with the team and actually have a conversation about okay what behaviors do you want to put in your working agreement now that you've had a chance to talk to each other a little bit about what your strengths are what your concerns are how you would like help from your teammate let's start to figure out what are the rules what are the guidelines what are the actions the behaviors that we want to put in our working agreement that we want to focus on as a team you could use lego serious play to do this you could have everybody build what do you think is the most important thing to put in our working agreement ideally you want to have maybe five not more than seven so if you have a team of seven people you could ask everybody to suggest one if you have a larger team than that you could ask everybody to build what do they think is most important and then dot vote on them there's all kinds of different ways to do it but you want people to really be thinking about what are the hard things we need to do in order to figure out how to work together because those are the things that you want to put in a working agreement not the easy stuff like you know be on time for meetings although for a lot of teams that's really a struggle and maybe that's the first thing you have in your first working agreement you know or talk to each other rather than using email but it's about how do we really help each other how do we talk to each other when the going gets rough how can we support each other in being the most effective team members we can be what I'd be curious to hear from the room is what's something surprising that you learned in the course of this exercise what's something that took you by surprise in the discussions we had together over the leg up anybody have something were you able to build something that expressed trust though you can use this to convey some really abstract some really complicated ideas because I'm doing this in a workshop setting we didn't do as much of the warm up activities as I would do if I was doing sitting down with the team to do this because we're a little constrained by time and sometimes that can help with that blockage of how do I convey this really abstract but people can do it and it's a really powerful medium for getting to those things anybody have anything else they found surprising about this exercise that they wanted to notice yeah it's very very surprising that you can take something as simple as Lego and build these complicated ideas and have these conversations you had something fantastic thank you yeah yeah and that's that's one of the critical points actually is that hopefully this is what's on the next slide is that the purpose of having the working agreement is that the teams create a shared understanding of how we're working together and so that takes the responsibility from that off of the scrum master in the very early days of the team that's probably somewhere where the scrum master spending more of their energy is doing that kind of facilitation but you want to get to the point where the team members are taking on the responsibility for watching how the team is working together and how the behavior of individual team members is affecting the way the team is working and being willing to step up and identify when there are problems that need to be dealt with within the team whether there's an individual who is not adhering to the team working agreement or whether the team as a whole has kind of lost sight of what they said they were going to do together and has sort of gone back to old ways of working. Having that working agreement in place can be a super powerful tool for making that happen more easily. You know it helps the facilitators, it helps the team members you want to keep this visible this is something that you should have as a daily reminder of we agreed to be this way so when I work with teams ideally their team you know you have a big physical passport your team working agreement is somewhere near that big physical passport and you're looking at it at some point every day because the other thing about team working agreements is they are going to change as the team grows and as the team matures so this is something you want to inspect and adapt periodically along with the work you're doing whether you do it as part of your retrospective process or whether you find another way to do it in how you're working together periodically visit those working agreements and go hey is this what we need to focus on right now or are there other challenges that we want to work on in order to get better as a high performing team and I hope through this experience you've seen how LEGO Serious plays is a super powerful way to do this certainly not the only way but like you said about the amazing conversations people can have with this this little bag of plastic blocks 43 blocks we can have some really deep really important conversations very very quickly the LEGO allows you to cut through a lot of the BS that happens at meetings where people want to dance around or they're reciting from the script it makes it when you're building things and you have ideas coming from you know it's pulling up ideas that you may not have realized that you had you're having fun doing it you're getting emotionally engaged although I've had teams actually come to tears over LEGO Serious plays that's a different workshop but it provokes a strong emotional reaction too which helps people bring their full selves to the table and you can really get to the heart of the conversation very quickly so just before we wrap up first of all I want to thank you all for coming out to play with me this afternoon I really really appreciate it what I would like you to do as we leave today is to make sure you pack up your LEGO and leave it on the table so that we can collect it I think I got all of the story cubes but if they're there leave them as well please when you pack up the LEGO take my business card out of the bag I would prefer if you take it with you so that if you have any questions about LEGO Serious play you know how to get a hold of me but in any case take it out of the bag because that's how I know the bag of LEGO is for you so once again thank you very much for your time and attention you have to find for the question was how do you derive the working agreements for distributed teams you have to find some technique to have a facilitated conversation where everybody has equal input LEGO Serious play is really hard for facilitated teams it's I've done it where I've been the facilitator and the whole team has been somewhere else I haven't done it where the team is scattered around but you have to find ways of getting having a conversation where everybody has a chance to have equal input and probably some of the things in your working agreements are going to be specifically about how do we manage those complexities and communication that are caused by being in different locations in different time zones in different countries and you would want to explore those new working agreements so I realize that's kind of a general answer but there is no one oh just do it this way because it's going to really depend so much on your team and what's available to you but thank you okay thank you