 So today's session is going to be something a little bit different. It's today's track that you have in Agile India is technical skills, DevOps, the continuous culture. How do you actually, well, do the technical side of Agile? One of the things that I'm a bit sad about is I'm now like right at this moment in time there's a talk on Docker. And that's really cool. I'm really glad all of you came to my talk. So thank you very much. So the points here, the soft skills in software. What does that mean? Communication. Effective communication. Oh, there it is. I'll move over to this side. All right, so effective communication. What else? It's everything to do with people. How do you interact with your peers and your colleagues and your managers? How do you manage your manager? So for the next 90 minutes, we're going to learn about six individual different soft skills that you can take and apply. This is going to be a very fast paced. This is going to be a very active session. All right, there are going to be exercises which I will call volunteers from the audience up. And there'll be exercises that everybody will do. Now this is a very full room. So there's a couple of exercises that I may not be able to do, but we'll see how we go as time progresses. I'm going to talk about three forms of soft skills. Communication, collaboration, and cooperation, the three Cs. Now communication is probably the one that we all talk about a lot, but we don't do particularly well. All right, so my first point. Communication is concise. Here's a question for you. If I ask you a question, can you answer in seven words? Or are you going to naturally answer in about 20, or 30, or 50, or just keep talking and talking and talking until someone asks you to stop talking and move aside? All right, think about your daily standard. You've only got a minute to talk. You've got a team of eight, a team of seven, 15 minutes, you've got a minute, two minutes at the max. So we're going to run a little bit of an exercise. This is something that I do with teams that I run. All right, I want you to convey an idea in seven words. All right, now, here's the question. This should be familiar with you. You should all know this question. What did you do yesterday? All right, question number one from the daily stand up. So in your little groups, I want you to take a minute. Think, I don't want to hear anyone talking for the next minute. All right, in your groups, just talk amongst yourselves. Count them out. What did you do yesterday? You have seven words. Other people on the table, if they go, count with them. If they go over seven words, shut them down. All right, but here's the trick. I do not want you to convey stats. All right, what did I do yesterday? I came to Agile India 2016. Yesterday, I came to Agile India 2016. Beautiful, six words, seven words. That tells me nothing. Absolutely nothing of value. True? So what did you do yesterday and convey something of value? I'll give you a couple minutes to do it. Just bring the tables. Stop. It's hard, isn't it? It's really hard, isn't it? Just say it, just say it. 30 seconds. There's this one right there. Ah, okay, thank you. Okay, time's up. All right, allow me to introduce you to a different... Before we go further, I'm going to teach you a little tactic. To get a room under control. Don't talk, okay? All you're doing is adding to the noise. I want you to stop talking and put your hand up. If you see anybody with their hand up, stop talking, put your hand up. We're getting 10 to 15 seconds. The room should be quiet, all right? So that's how we're going to get control. It's a tactic for you to take back. So, can you answer a question in seven words? You worked out and got drunk. I feel that. I can understand that. Who here wants to have a go? I can understand, lose the cricket match. Yep, there we go. Who else? Over this one? Yesterday, I have attended soft school session. Well, that was today, not yesterday, so... Okay. All right, so this is the first one. What I want you to do is when you get back to your offices, all right, start seeing if you can convey an idea in your daily stand up in seven words. Let's get the daily stand up from 15 minutes down to three minutes. All right? If you can convey not just raw data information, but an idea in seven words, you're doing really well. Number two, communication is nonverbal. All right? Have a look at this. Sorry, one sec. So what I wanted to see is if you could give me a yes or no answer to the question, does the NSA collect any type of data at all on millions or hundreds of millions of Americans? No, sir. It does not? Not wittingly. There are cases where they could inadvertently perhaps collect, but not wittingly. Okay. What was that man feeling? Could you see hiding something? Quite possibly. Eyes were not looking at the person asking the question. Possibly lying, possibly hiding something. This is a general. This is someone who is used to commands. If you're a general and your body language gives you away, well, how are the rest of us meant to actually work? And what we have to understand is that nonverbal communication is actually something like 58% of the information conveyed during a conversation. Only about 7% of the words that we use. The rest are things like the tone, the inflection. But understand that nonverbal communication is actually so important in how we talk. So when you're sitting there, who here pairs? Pair programming. That's slightly disappointing. We are an agile conference. We're meant to be pairing. Those of you who pair, when you're the observer and you're there telling your partner what to do, helping them, guiding them through coding that complex function, understand that whilst their eyes may not be directly on you because they are on the keyboard, you're still there in their crucial vision and they're going to pick up on a lot of those nonverbal cues that you've got. Look at this. This is a nice happy smiley face. How many of you have gone to job interviews? All of you? Lovely. How many of you know where to look when an interviewer is asking you questions? I'm just going to stand here. I'm going to talk to you for a couple of minutes. I'm just going to look you in the eyes. After about 10 to 15 seconds, it gets a little bit awkward. After about 30 seconds, it starts to get really awkward. In the eyes is the right answer, but it's also not the complete answer because you want to look into the eyes. You want to have that engagement, but it gets really creepy after a little bit of time. Here's a little tactic. Imagine a triangle on their face. Every seven or eight seconds, just move your eyes to another point of the triangle. They're still looking at them in the eyes. They're still looking at their face, but they're still slightly moving. It breaks up that uncomfortableness that you get when you're just staring someone in the eyes lovingly, talking to them about how you're the right candidate for the job. See, he turned his eyes away. I'm looking him in the eye and he turned his eyes away. That's what happens. The triangle can be big and small. Here's a question. Imagine who you're talking to. Job interview. Very straightforward. What if it's your wife or your husband? You're looking at them in the eyes. It's going to be the same way that you look at an interview. I hope not. When you're looking at someone who is close to you, a loved one, a family member, you can stay very tight. This is good if you're trying to punish a child or something. If you're looking at someone who is a senior or a colleague wide in the circle, go over their face. It's a little bit less confronting. If you're in a context where you're trying to get a job, you want the other person to be as comfortable as possible. Looking at them in the eyes is actually not the way to do it. Make sense? Okay. Third point of communication. Communication is surprising. The words that come out of your mouth are not what you expect to say, ever. One of the things that we know as individuals is, once you say something, you can't take it back. There are cases around the world of people who have been fired for making a joke or just saying something that could be misinterpreted. Understand that communication is critically important and this ability to talk verbally and non-verbally is something that we do very badly. I'm going to need volunteers, ten volunteers from the audience. There's a couple of you who I've preceded. Up you come. Alright, two, three, come on. Come on. You can. One, two, three, four, five, six, seven, eight. Two more, come on. Nine. Beautiful. Okay, so this is a game. Never mind. This is a game called Presentation Karaoke. This is something that you can talk about. This is something that you can do in your companies to help people become more comfortable with public speaking but also to become more comfortable with thinking very quickly. You need to be able to come up with an idea, convey that idea with no preparation. The boss walks up. When is this, how close are you getting finished? You need to be able to answer that question without lying, without going, I don't know. You need to be able to have that ability. So Presentation Karaoke is a very simple little game. Everyone gets a random topic. And that random topic has random slides. And they have to talk for one minute with no preparation. Are we ready for this? All right, so who's first? All right, volunteer number one, grab the microphone. What did they get themselves into? I just did a talk so I'm all over my nervousness, so I'm okay. Your topic, your favorite movie. Oh, yes. My favorite movie is... A mountain that you might crash into if the pilot's not there to screw you away from it. And along that journey, you might meet a man with a horse. Thank you very much. All right, is this project to come up? No, it's one from there, one from there. All right, there we go, over that side. Okay, your topic is Project Managers. All right, starting. So Project Managers are not developers or engineers. They are just people sitting with headphones and just talking and talking and making no sense. They are most of the time relaxing in the sea, under the sea, under the sea, under the sea, under the sea, under the sea. They are most of the time relaxing in the sea, under the sun. They don't bother about what you're doing, what you're not. And most of the time, they're just having their drinks. Maybe sometimes they talk about NBC, WNBT, and it's all about games and numbers and score, but they don't bother what the team thinks, what the team is doing. And eventually, they think that the team is just a couple of skeletons who can work around the clock all day and night, working around on the scripts, playing some good music. And thank you very much. And your topic is Planning. All right, so planning. Planning is very complicated. It's very difficult. You have to think about all the different variables that are involved. People go down, things go up, costs go down, value goes high, and it's all about the probability. And you can draw nice little pictures when you are planning. You've got to look pretty when you're planning. You've got to smile when you're planning. So this important diagram can show you the value, the impact. And while you're planning, at times you might feel like you are standing on a very low or bad foundation and you need help in planning and make sure that foundation is very stable. But once the planning is done, it feels like a nice breeze on a sailboat going through the ocean. Everything will be beautiful because we have a plan and we are going to cross the seas. And once the product is delivered, it will look so beautiful and flowers will be given to the product. And that's the end of our plan. And it will look amazing. And we will all be successful. There'll be trust. There'll be partnership. Everybody will love us. And we will have an awesome product. Your topic. What it takes to be a scrum master? Okay, what it takes to be a scrum master. It's not very easy because you have to be really yo and you have to be really... You have to be part of the team. You have to make them feel as if you're part of them. If they are really happy and energetic, you have to be like them. So you have to work with a lot of different kind of people and you'll get scrummed in a lot of stuff. But you have to be smart enough to move around and help people. So to put it another way, you have to be... You have to be a very energetic, an extrovert person who can... What the hell is that? You have to work with stuff that you do not know, but you have to act as if you know it. You have to work with the stupid project managers who come up with stupid graphs and they say that everything should be according to the plan. And I feel my team looks like babies after the plan. And thank you very much. Your last holiday. I decided to stop my work. I left my hat back and I said, I want to go and take a risk and take a holiday. It is risky to take holidays when the project is going on, right? Because people are expecting you to be there. But I said, you know what, I've done my part. I am angry at this point. Even my phone, I want to break it because it's causing me so many calls and I can't sleep and I just need a break. So I decided, either I quit or I go on holidays. So I decided not to quit because I still like the company, the people, you know? But I said, I want to go to holiday. It's going to help me. It felt like this for a while because I had to cool down, right? And I had to prepare then where to go, find a place to go, find some, you know, airplanes to take. And my name, yes, my name, it is irrelevant because everyone here feels like that, right? When you want your holidays, it doesn't matter who you are. And thank you very much. I'm hoping her plane didn't have an accident. On discovery. Discovery is a difficult process where you might have to discover your wife in the big crowd and she is lost. And that typically happens when you are constantly thinking of some complex business problem when your wife goes for shopping in a mall and you have to go searching for her where your kid is searching for you. And you sometimes feel like when you discover something, you mostly discover it when you are asleep, which means that even Kekuley discovered the structure of Benzin when he was asleep, for a matter of fact. And discovery is all about finding, you know, sometimes when you go for beaches, you can discover some golden, you know, artifacts which you can take home. And sometimes you might discover some gibberish stuff which you don't even understand, but you end up discovering it so you better, you know, be proud of it, right? And sometimes discovery can be your death angel because you discover some random stuff which kills yourself. Like Mary Curie killed herself on her radium discovery. And your topic, agile. So agile, yeah, this is what it looks about. I basically want to do all waterfall implementation, but now I've been pulled into agile where I don't know what I have to do, but still get into that. And then I've been shown all these graphs where there's sprint planning, there's all these plannings, and I just don't really care. Yes, men and women are involved into agile, but that doesn't really matter. There are about, manifesto is too small about agile, but it is written, people can speak about thousands of lines about the manifesto in English, in German, in Deutsch, any language, whatever possible. Scrum master is where he sits, doesn't really care what he has to do. He has to monitor the team saying, okay, do this, do that, and this is his seat. All our intentions is towards delivering a product. So this is what you have to do, end of the day. And I don't know where's my next slide. Okay. I finished my time? No. Yeah, there's pain, there's pain of discipline, there's pain of regret when I implement projects using agile. So I would rather say switch back to waterfall. And on that, we're going to get him off the stage. All right, who's next? What did you get yourself in for? Happy marriages. Okay. Happy marriages. Now marriages are always happy stuff for people who have not got married, but then after we get married, then we realize that as it's free, it's not that happy. Sometimes we find ourselves lost even after marriage that why did we get into this kind of relationship where we have so many rules and we have so many things to abide by. We were better probably bachelor when we were like kittens where people always used to guide us. This is good to do, this is not good to do. But now we have got, now we are always, okay. So the creator of your, so after you're married, you're certainly the creator of your own destiny. You never know what is going to come your way, but only you will decide. And sometimes your conditions are like bananas. You might get, you might get peeled off. You can look here, you can look there, but whatever you look like, your ultimate destiny is going to be decided by your wife. So you can look wherever you want, but finally it's tactic, strategy, and culture which certainly comes to help to some extent when you can do certain things. But at the end of the thing, at the end of the, at the end of the thing, you certainly need some caffeine cake because at the end of the day, when you need to get motivated in a married life, you certainly need coffee and some kind of help. The software development life cycle can be explained in a few easy steps. So first you have to understand that developing software is really like a big bag of rusty nails. And to really go through the process, the first really important step is to put yourself in a box and walk down the street and somehow talk on the cellphone while you're doing that. And there's lots and lots of really, really helpful documentation to guide you through the process. This is the process for learning the process, as you can see through these 53 easy steps. And by following these steps, you will definitely avoid this happening to your project. Guaranteed. I'll commit to that. The next most important step is to create lots and lots of graphs and charts that nobody understands, and more importantly, nobody reads. And then the next thing to do is put them on web pages that nobody actually goes to. Okay, so what is this here? It's crickets. Oh, it's cricket. Okay. It's cricket. All right, thank you. The topic, test driven developments. All right, test driven development. Oh, it's not a kid's job, actually. I mean, I never ever think that it's so easy. It's a combination of circle, circle of influence. And the main thing is the circle of concern. Circle of control which you never have when you do TDD. All right, so what's your... What does that mean? So, okay, so there are a bunch of people who don't even know what they're doing when they're doing TDD with no goal at all. And there are instances when people go the wrong way and they have to be told that, you know, that is not the right method and then come back. And these are instances which are like, you learn with the best practices. TDD is the lifeline of software development. And you all should implement it. Okay, it's a combination of so many moving pieces that there's no right answer. And anything can be right or anything can be wrong depending on the... Okay, and sometimes what... Coming from the previous slide, sometimes it so happens you have so many options at times you feel like you're lost and you don't know what it needs to be done. And thank you very much. And thanks to everyone. Okay, so think about what you just saw. Think about the best of the people up here and the ones who may not have been able to convey an idea. Without naming names, everyone was put on the spot apart from about two people who I pre-worn. What was it about the really, really good ones? What did they have? What did they do? Instant thinking? They paused after they spoke. It wasn't just continuous streaming process, there was pauses. Voice modulation, absolutely. Remember non-verbal communication, tone and inflection is 38% of all communication. Let me just turn this off. What else? They can correlate, yes? What else? They could make a story. Absolutely. And these are the people who... they had an internal thread of that story in their head. The slides were just there to give them a prompt. They were not talking to the slides. Energy, absolutely. The ones who are excited, they're putting it all out there. Now to go back to Nuresh's talk of a couple of days ago, yes, introverts and extroverts, but even introverts can be very energetic and actually can tell a story very well. So this is something that you can take back to your organization. You can actually run at lunchtime, get a bunch of your teammates together and do a little bit of presentation carry-over. It's something that's fun. Everyone here had a bit of a laugh. Not everyone was as good as each other, and that's good. People learn. It's about learning how to communicate as effectively and efficiently as you can. All right. Comments on that one. If we have some time at the end, we'll do a bit more. How about that? So, last point of communication. Communication isn't all what comes out of your mouth. Communication is also what you write. Now, this is the boring part of the talk. Who here came here expecting to pick up pen and paper? Well, it sucks to you because I'm about to get you to write something. So, read this. This is from Aesop's fables. This was written... That's embarrassing. I forget when Aesop wrote it. It's 4,000 years ago, I think. This is an ancient Greek philosopher. Telling stories that gave morals and ways of working to the world. What does this sound like to you? Why? Escape? Avoid? Who said adapt? Flexible? Come on, seriously. What conference are we in? Agile. Agile. That took way longer than I expected it did. This is agile 4,000 years ago. Do we agree with that? Here's your next little exercise. You're going to learn to write. Now, understand that writing is mostly just editing. Writing isn't about sitting there and writing word after word after word. It's not like when you wrote essays in high school and O-levels and A-levels. Writing is about putting down a couple of words and ideas and then iterating over and over again over those words until a message that you want is available and ready. Does that make sense? Before you walk out the door and use the word two feet, there are going to be more fun exercises after this. Bear with me for about 15 minutes. Here's the goal. This is going to be a quiet exercise. But we are going to do a little bit of shopping around. We're going to spend about 15 minutes. I want you to rewrite this story. However you want. This is an agile conference. I want you to rewrite this story so it feels like agile. Make it more explicit. We spent several people not going agile, so let's make agile the first thing you think about is being able to write the whole thing. You can if you want. If you don't want to write the whole thing, just rewrite this paragraph. You don't have to write the whole thing. Just this paragraph. If you want to write the whole thing. What we're going to do is after five minutes, you're going to pass it to the person on your left. Everyone's going to pass this to the left and then you're going to spend another five minutes rewriting or editing theirs. You're going to do that one more time and we're going to build a story that is the best story you can build in 15 minutes. Are we good with that? If you're not at the table, please come into the table. There's a couple of chairs around the place so just bring the chairs into the table. There are pads and paper. Pencils all around. This is a bit of a quiet reflection time. It'll get more noisy in about 15 minutes. Pass it to the left. Read that other person's story and improve it. Make it better. That always works. It's an amazing tactic. I recommend you if you ever have to run a large meeting. Perfect. Anyway, this is a life, a friend of mine who's an author who writes fiction books for a living. I gave him the same challenge and that's his response. That's pretty amazing. So, I'm going to read Bez out. Let me rephrase. The person who edited, who thinks the one they edited was great. They were all rubbish. Okay, good. We have one nominee. One nominee. Did you have yours in two words? No. Who else? I want three people to read Bez out. No, no. You read yours. Yes. You were nominated. One more. Who thinks the one that they read was really good? Yes, someone said yes. Up you get. One more. There we go. Here's perfect. Up you get. You've been nominated. There we go. Stand up. Stand up. Stand at the front. The other two come up. Stand up. Can I read it? I cut it short like, be adaptable to changes to survey. Be adaptable to changes to survey. Be adaptable to change to survive. It is a, it's not a traditional story. It doesn't really have a start and middle and end, but it does convey the idea. Very good. Okay, we're reading Sean. Everybody, it's Sean. This is Sean. The young oak sapling determined his goal in life would be to touch the clouds. He grew strong, wide and straight. Whenever he looked up, the clouds had moved and he would be forced to branch constantly seeking the direction of the nearest clouds held firmly to the earth by his strong, straight roots he could not reach. Then his seeds fell free, fluttering in the wind, the same wind that carried the clouds. Woo! All right. I resigned from old writing. I'm going to give it to you for now. Who's the other one? She should read. You said the bar high. Well, this was just a, you said just take your take on this. Agility is the skill of staying flexible and be strong at the same time. A bamboo stick, for example, is agile. It grows, it stays flexible, doesn't break easy and still is green and used for so many reasons, hence being flexible. This is what we want from our teams and organizations. And then there were changes here. Very good. So writing isn't hard. I will be honest. I very, very nearly failed English from the high school. And English is a compulsory subject. Australia, we don't speak anything other than English. So it's kind of hard to fail. So I was a terrible writer. But I only scraped through the past, and yet I've written a book. I blog on an almost weekly basis. It's because I had to learn that writing is a critical business skill. It's something that we all need to learn to do, no matter how boring or mundane or frustrating it can feel. But the trick to writing is, I hope you finally got the idea is editing. It's not the words. The words that come after the words. It's the ability to take an idea and synthesize it. My first book was rewritten at least twice. Every single word in that book has been rewritten. Why? Because it's editing. I'm constantly going back and looking at it. This, this is not the first time we did this. We've done this a couple of times to try and get the right message and the right stories in there. So this is I suppose the importance of writing. I know this was the boring part of the talk, but I hope you actually got something valuable out of it. Any questions before we move on to the next? All right. So we're going to jump ahead. There we go. Very, very quickly. This is because I was asked very early on about, can we talk a little bit about culture? That's true. I want to move away from communication and talk about collaboration now. Because collaboration is what we do when we are agile. We're getting what Nuresh said. Collaboration is actually very valuable. But you have to understand that in the first instance that there is a cultural aspect to collaboration and different people and different teams are going to collaborate in different ways. If you haven't heard of it, I strongly recommend you have a read of a concept called Hothedder's Power Distance Index. This was a series of studies and research that's been done over the last 30 years. I think I'd have to go back to I think 30 years. And what it does is it maps a whole series of attributes of countries. It's very general. It's very stereotypical. It's based on survey results. And one of those indices is the distance, the perceived distance between a manager and the subordinate. There are other indexes on the masculinity like how masculine a country is and so forth. But this is one that I really want to talk about because this is what's relevant to us in an agile setting. We need to collaborate but we need to understand that India India has a very high power distance index. India has a very perceives the distance between a manager and the subordinate has been very large. Australia, the United States we're kind of a bit below 50. We're congenial to our bosses. We'll make jokes with them. We'll insult them to their faces in a friendly sort of way. Israel and Austria will insult them in a very nasty kind of way because they really have very little I don't want to use the word respect but in those countries they do not believe that the manager is any way better than them. So it's a very, very important cultural distance that we need to understand. Especially for those of you who are collaborating across countries. This is India, this is an agile conference. I would hazard a guess that at least 50 to 60% of you are working in some sort of distributed agile team or at least there are just with agile in their company where you are working with colleagues or customers from the US Australia or other countries like that. Understand that they will communicate and collaborate in a different way and this is a good way of just going how do they interact. You can have a look and there's a references on this slide which you can check or just Google Power Distance Index and have a read some interesting stuff. There's an app you can download so if you travel to another country you can go to Australia and I'm in India give me all the details about this country. How do I interact with these people? So it's all very stereotypical obviously but it's interesting information. So here's a question for you. I'll give you one minute to talk in your teams. What direction does time move? But one minute. It moves forward. Any different answer? It moves clockwise. Forward. East to west. Time does not move. That's a very philosophical perspective that you have. Doesn't have a backward direction. In China, which direction does time move? Down. We use words like going forward or moving forward to indicate the passage of time. That's the English or the Latin root. China going down. Tomorrow is down one day. Now interestingly and I believe this is because their characters, if you read a Chinese book, go down. Then it's Japan. So understand that basic concepts that we hold around just language. Time moves forward. Time moves on. It rolls on. Not all countries are going to understand that. So when we're collaborating, we need to understand that there are distinctions and differences. Let's talk about collaboration. Collaboration needs trust and trust needs skills. Now this is going to be very hard because there's way too many of you in the room. Sorry, this is a lot more popular than I thought it was going to be. Let me describe you an exercise. We're not going to do it. I want to do it with you, but we're not going to do it because we're just literally going to have space. Can everyone get from one side of the room to the other safely? Now that sounds fairly simple. The exercises goes as this. You line up. You are given a... We're standing here. You're given... I'm going to stand on the other side with you. I'm just going to stand right here. So I counted. There are 10 steps. 1, 2, 3, 4, 5, 6, 7, 8, 9, 10. I give you 15 steps to take. But here's the trick. Not everyone can walk in a straight line. I need you to negotiate with one another to trade steps. So if I need to walk here, it's 10 steps if I'm there, but here it's probably about I've already burnt 5 steps. I'm only just here. This is a really good exercise that we can run to teach people how to negotiate. It's like I need 2 of your steps otherwise I'm not going to make it. There are dinosaurs over there. If I do not get to the other side those dinosaurs are going to eat me. And everyone has a goal, a collaborative goal to get to the other side of the room safely. And then we played a second time. Except this time it's everyone for themselves. Except everyone who is wearing red is a helicopter pilot. So if they don't get to the other side everybody dies. Dinosaurs eat them. So this is an exercise that you can play and learn how to negotiate. I really wanted to play here, but I'm afraid you will all die. There are too many dinosaurs and there's just not enough space. So I described the game for you so you understand it's something that you could play in your own time, in your own company. But let's just move on to the next topic which is also that negotiation. And I'll talk to you about negotiation. So first of all this. This is the reason agile teams are set at 7 plus or minus 2. Who here remembers from their high school mathematics the concept of order notation? Order 1, order n, order n squared. So communication or more accurately collaboration is an order n squared problem. For every individual that you add you add an exponential number of lines. It's a factorial function. But it works out to be an exponential order n squared. So one of the things that we discover is that the bigger a team is the more parts there are to collaborate the more difficult it is to actually be successful. And in the previous game that we did run, the more people you have the more people who need to trade we actually find that the percentage you reach the other side of the ring safely goes down because there's too many lines of coordination and collaboration required. You have to take my word for it because you can't buy it. I just wanted to give you that background. So let's talk about negotiation. So the last part of this talk is to understand why in a business setting we need to negotiate. I don't mean the sales teams they're negotiating prices all the time. I'm talking about you as developers because you need to negotiate for an extra day on that task. You need to negotiate for a pay rise. You need to negotiate with your peer which one of you gets to compile now. You need to negotiate all the time in your business. Now this is India, you're all negotiating all the time when it comes to buying stuff. I recognize that so I'm probably teaching the stuff you already know. I'm going to show you different styles and different practices of communication. So here is a little competition. No one's actually going to spend money but here it is. There are six personality types, roles which come out when negotiating. This is very simplistic obviously but it suits the purpose of this workshop. Competition that's the one that is when you're haggling for that bag or that pair of shoes competition is what you're doing. It is not win-win, it is you are trying to compete to get the best outcome for yourself. Collaboration is win-win. We will negotiate to an optimum outcome for both of us. Avoidance is where you try to avoid your negotiation in the first place. So you will generally settle for sub-optimum outcome in order to, well, get out. Compromise so I'm just looking at the title. Compromise. Like avoidance but where avoidances are trying to get out of the negotiation altogether. Compromise is where you are you are not. You are willing to settle for something that is equitable but it is maybe not necessary a full win-win situation. All right. Accommodation. It's like I'm willing to accommodate how you operate. I'm willing to accommodate your everything that you need in order to gain a successful outcome. And revenge. That sounds harsh doesn't it? All right. Who goes into a negotiation seeking revenge? You tell me. On a divorce. To be honest, I hadn't even considered that but you're right. Maybe a little less extreme. That ends in the monopoly always ends in divorce. How about you're haggling with someone who you've haggled with before and they won last time. They got the better of you. All right. So you're out to basically get revenge in this negotiation. All right. So here's the exercise. You have a thousand rupees. Ten thousand rupees. We'll make a thousand rupees. To split between you. You're going to work in pairs. Okay. If there's more that it's so in your table split up into pairs. If there's an odd number you can do it in three but you're going to split it between three. But here's what I want you to do first. Pick a number. One to six. Write it down on a piece of paper. Hidden. Secret. All right. That's you. That's how you're going to negotiate. Okay. Make sure no one sees it. Hmm. No, definitely not your pair because you're about to negotiate with them. Yes. Because here's the thing about these different forms of negotiation is that it is not two-way. You might be willing to compromise but they might be out for revenge. All right. You might be willing looking for a competitive solution whereas they might be quite accommodating. Okay. So pick a number. One to six. All right. We're going to play this a couple of times. All right. We are going to time box this to five minutes. All right. Now, here's the thing. Thank you. Okay. The basic default goal is to get as much of that money as possible. Okay. All right. If I had not given you a personality, I would just say your goal is to get as much of that money as possible. All right. Your personality informs how you will negotiate for it. All right. This is a competition. I want to see whom in this room ends up with the most money. All right. 800. 900. Okay. Let's see how that goes. I'm going to give you five minutes for the first... 1,000. It's 1,000. All right. Your five minutes to go. In your pairs. Yeah. You pick your own personality. Write it down on a piece of paper. Hang on. Sorry. Sorry. There's been a little bit of confusion. All right. I just want to just make it very clear. You are competing against your pair. All right. You've got 1,000 rupees between you. Okay. All right. You've got 1,000. One of you is going to walk away with more than the other. All right. The whole purpose of this exercise is to secretly pick a personality. All right. I'm going to try number five. Write it down on five. At the end of this, write down your personality. Okay. I'm going to try and guess how they negotiated. Does that make sense? Off you go. It works like a treat every time. Okay. So who didn't get an outcome? Some of you? All right. Then negotiation continues. All right. Who here thinks they got the highest? One, two, three. All right. What did you get? Oh, okay. Okay. Okay. Okay. Oh, okay. They did two rounds. 1,000. 700. 800. So how did you get 1,000? Remind me not to go into business with you. Okay. Or maybe do go into business with you, I think. All right. We're going to do that again. All right. We're going to change pairs, someone else to negotiate with, and change your number. I've jumped one step too far. You too. What do you think your partner's personality was? And why? He's got a microphone. Just talk. And you? He's on number four compromise. The moment he starts, he wants to get a compromise to come to a state where we'll let's share among ourselves. All right. No, we didn't want to. The outcome didn't come. I mean, were you number one? I was number one. And were you number four? So it's not always easy to pick. So let's go to someone else. Maybe the table behind you. I think my partner is number two. Yep. I said he's number one competing. Yep. And what was the outcome? He could not. There we go. What about over on this table here? She was two, collaboration. She wanted to split it 500-500. And for sure she was number one because she wanted to take more of the share. Is that correct? Conclusion. Okay, so one and two is obviously a very bad combination. All right, so let's try something else. All right, we're going to do it again. Pick a different number and a different partner to negotiate with. We're trying to get as much money as we can. Within the context of your personality. And no more sneaky deals. Different partners, turn them out. A lot of you I'm hearing are getting the full thousand, aren't you? Who here got the full thousand? There's a couple of you. All right. Who here didn't get to a compromise? That entire table. All right. That's a rough table. All right. So who were you? What was your outcome? Just loud voice. Worked out something and he gave it. And? Yep. Okay. Thank you. In the second instance, I chose competition, but then as well, the negotiations started happening, I again became either accommodative or compromising. So at least what I felt is we start with the character, but if the negotiation is going well and it is reasonable, we start adapting those behaviors is what my personal experience. So we're going to do a third time, but a little bit differently. I want two volunteers from the audience. Because going to a thousand is funny, but also not real. When you're negotiating, what do you do? You actually, even if you're in compromise or accommodation, you're still trying to get a positive outcome. So we don't go to zero. Okay. So let's do this for real. There's a thousand rupees. All right. I want two volunteers and you will keep it. If, if, you can come to an agreement and I'm going to give you your personality. Okay. One, two. All right. Can I get the second mic? I'm only doing this once by the way. He's a friend. How friendly can you be? Okay. Hi. Hi. Hi. Hi. So you want to take a call or shall I take a call? Go ahead. 70-30. Dude. Okay. Sorry. You know what? I have a super business deed in my hand. 30 minutes from now, if I get the thousand rupees, I can turn it into two thousand. And from the two thousand, I'll give you five hundred. If you give me the entire thousand, I'll do that. I can write it down for you and you will get the profit. For sure. But if you give me the entire thousand, I can give you more profit. The less say you give me, the more profit for both of us. You will definitely get it out of this. You are missing the twenty percent thousand. So how much are you saying? 80-20. If I put the twenty in the business, what will you get out of it? 70-30. 70-30, you okay? The business deal is super proposition. I have the person ready with me. Five seconds. So you say, okay, let's do a 50-50. Okay? 50-50. I'll pay that. There we go. So when the stakes are real, the negotiation goes a bit differently. There's actually a negotiation game I sometimes play which involves you giving me money, which I must prefer. It's a fairly standard negotiation game that they play. I hold up a ten dollar note and anyone in the audience can bid for it. If you give me 50 cents, I'll give you a ten dollar note. The only trick is, the person with the highest bid and the second highest bid has to pay me. So what tends to happen, it goes up to $9, $9.50, but then it hit $10. And then it hit $10.50. And $11. Because the person who seconds is going to pay me whether or not it's in their interest to minimize their losses. So I can actually end up with quite a decent pay out of it. So it's one of those very I usually then donate it to Chad. He don't know why. But it's a very interesting negotiation tactic in terms of it actually makes it real. So, was that fun? We had fun? Good. So, that's it. Now, that's fine. Perfect. Questions? And if I run out of questions, we can do some more presentation career. One and two. Who else? Other questions? It made perfect sense. You guys are all going to be super developers, super collaborative, super communicators. Did it make sense? Yes, all the time. How many times have you walked away from a negotiation to go, no, sorry. Thank you. Bye. Of course, they chase after you and then they lower their price again. Absolutely. More than half negotiations. Salary negotiations. They are very similar. Compromise is trying to get to like a you're willing to talk yourself down. You're willing to compromise the ideal outcome. So, accommodation is even deeper than that. Think about an argument you have with your wife. You're probably in accommodating. You're unlikely to be in compromise. Think about that in terms of the context. Unless you're the same number, it's actually very rare to actually meet an agreement. Collaboration, collaboration, yes. Avoidance, avoidance. It's this one. And this one and this one which are going to cause problems no matter what. But that's my point. When you're talking to your boss about your salary or your peer about who gets to compile first or the project manager about getting an extra day, try and think what mode are they in? Your project manager might be collaborative might be trying to avoid the whole conversation probably trying to avoid the conversation might be willing to compromise or not at all. Figure out what mode they're in and that allows you to target your conversation to actually get the outcome that you want. Just think about it. You're buying a day on that schedule. This is why I hate project manager. If you're not getting in the first place you can't win that one. Any other questions? No? Do you want to play some more presentation karaoke? Alright. If you want to come up, you come up. We've got seven minutes. Who's first? It's fun. I will point at someone. Yes, you. Grab a microphone. Your topic is the last book you read. A messy situation where I cannot finish the book or maybe it was kind of very confusing. One in three people. Okay. Thank you. Next one. It only takes one minute. You. Give it a go. It's fun. Your topic scaling agile. You feel that, you know, you can look there and here and then you will end up in some good place. You will try to collaborate everyone. It's like, you know, you are going up to a space in some ship and then you find that you are trying to go somewhere but then the project doesn't go properly. It's a huge image where in lots of things are there but here and there but you are not able to, you know, collaborate everyone properly and the slide is not moving. Yeah. So you feel like you are a dinosaur and you are, there are a lot of scramble spread around here and there and you don't know where you have landed and you try to look out and you try to serve each other in this methodology and I don't know what I'm talking right now.