 Okay, so welcome to this workshop about culture, the agile culture. Well, my name is Juana. What is your name? Thank you for helping us organizing. What is your name? So a big applause for Prosa and the team of organizers. So my name is Juana and I'm coming from France and I'm using to conduct to host this workshop. I've done it a number of times and I have a confession to make to you right now. This is the first time that I'm facilitating this workshop in a non-Western culture. So thank you for welcoming me and I hope that I'm excited and I have a lot of examples from Western cultures and I will learn with you because I want to learn examples from you. So culture, a journey to understand our agile culture. When I've talked first time about this workshop, I said, well, there's a lot of blah, blah about agile culture. Yes, this is also some blah, blah. The first eight slides will be about why it's interesting, but I hope it will be a different perspective of the blah, blah. And to start with, let's do a reality check. How are you feeling here at the conference? Good. Why are you feeling good? You don't think a lot. Just had a coffee? Okay, what else? Yeah? So now, take one moment. I'll say about less than a minute. You can close your eyes and think of the moment when you will be back at work from here. Okay. How did it feel? Going back to work. Happy? Okay. Why? Or what was it? Good. Thank you. Something else? Yeah. And so this was, this felt, how did it felt? Good. Coming up. You asked why? Do you ask us? Okay. No, it was just how does it feel thinking of that? So you are here, you'll be there, maybe leading meeting with colleagues and explaining there or telling them what you've learned from here. Some of us are among you, people that have considered themselves as the leading agile change, call themselves stage agents. Who, can you say? How is this task? It's a difficult and challenging one. Okay. Why is it difficult? Brilliant. Thank you. Because this is exactly what we are here. So this is our reality and we are, a lot of us are change agents. And actually what it's, what we know, the only thing we know about reality is that we don't know it. Everything, all we know is our perception. And I think that you are, and I think that you are very good at it. I have, as I said, I promised some quotes from Western culture and we are using to quote a lot business people or successful people of end of 20th century or 21st century. But we have some people that were thinking about this way before in a Western country as Kant and Schopenhauer. And even Einstein, by the way, he proved it with a general relativity theory that all that we know is our perception. So we have even a rational demonstration that we don't know what we don't know. So reality is perception. So it's from Kant to Einstein, but at the end it's the elephant and the blind man story. You know, it isn't an Indian story, the elephant and the blind man. So all of you know that story. So that's why I've expected that Indian people are culturally very good change agents because you already know that story. When I'm hosting this workshop in Western countries, I have to tell it, but you know, is there anyone that doesn't know the story? Okay, does someone else from the group wants to tell the story? If not, I'm telling it, but if someone wants, yeah, exactly, is that each blind man so touches a piece of the elephant and this is a rope, this is a rug, this is a wall and the wise man at the end says, I know the end of the stories. I don't know what those blind men know about the elephant, but what I know is that they will never know what an elephant is. So the idea is how we get to know an elephant. The first thing that we really don't know because of our perception is our self. So the first part of our workshop will be a journey into ourselves because also if we want to be the change we want, we need to know who we are at first. So from reality to obvious because, okay, perception, reality what's really reality we don't know, it's very philosophical, it's physically demonstrated, but still we ground ourselves with what we call the reality. From reality to obvious, obvious is our reality. And this is the pyramid of the leaps which we will work today that says, and it's a model that I give credit to Dave Grant, that we build an experience based on reality. That experience is relevant in a certain point at some point with our needs. What is relevant to our needs? Is it visible enough or not really? The light and the colors. I'm sorry, I'm well-read it. It's relevant so at the bottom is the experience we have with reality. Then and a certain extent, this experience is relevant to our needs because we have some needs. And from those relevance to our needs, we build assumptions. That should be reality, et cetera. And from that, things become obvious. Things become obvious to us and we sit at the top of those and we create a self-sealing bubble of beliefs. Because if I have a set of beliefs, I might be special. But when we are the group, we share a belief that reinforces the fact that our beliefs is the reality and of course there's a gap. So the idea is to discover what's in that gap or at least acquire some awareness because we'll work on this awareness that there is a gap. You know, what we think that reality is and what the gap is. And also, that's the idea I want to share with you and I hope that we'll discover it together is that we as an agile community also have a set of beliefs. And we also have a ceiling bubble together. You know, things about agile mindset, agile posture. Okay, we believe that. What about the rest of the world? So how I'm suggesting to do it. So blow it, blow our self-sealing bubble. That is, we will try to deconstruct the set of our agile beliefs. That doesn't mean that we blow up everything. It's just to say, how did we got there to create more empathy with the other? That's something that I think you'll hear and we'll hear a lot in our Agile India conference. So, okay, let's say there's a set of beliefs. A, and then the other set of beliefs, B, two different culture, opposite or maybe not opposite, two different culture. To go from one set of beliefs to other set of beliefs, it's what it's called, they call it the liminal space or the threshold. That's that space of the threshold that is not very comfortable to be in. Actually, threshold in English means trespassing, means death to be alive again. So that's doing that transformation, it's not comfortable. Getting out from your space and try to understand other space, it's not comfortable. Called here a liminal space. If you want to understand others, you have to step in the liminal space. So that's something that has to be a good idea. So let's say that no one Agile beliefs, Agile beliefs are already mentioned it. We will have some resilient learning about us as a community and very other if we step in that liminal space. As I said, to be a good change agent, I think we have to understand something about us. This is the question that I want you to ask you, just there's no trick here. If I'm asking where are you from? What are you answering? What are you answering? Where are you from? One dollar. Thank you. Where are you from? IBM, okay. I know where are you from? Denmark. Where are you from? Yeah, India. Where are you from? Boston. Some other answers, easy answers. There's no trick in my question. Where are you from? Yeah, where are you from? Where are you from? Yeah. Wow. Wow, okay, where is that? Okay. Okay. Okay. So you, actually I didn't get someone that didn't have a straightforward answer. Is some of you that didn't have a straightforward answer? I think, well, if I'm asking where are you from is, well, yeah, well, let me think, yeah. So did any of you had that first feeling, well, let me think, who had that? Okay, thank you. So can you tell me why or what would you want to like to answer? I don't have, you know, the thing is that I have no hidden agenda. So. Yeah, sorry, yeah. Yeah, I would like to come back to you afterwards, but you wanted to say something. Exactly, this is a brilliant example. Thank you for that, it's a culture revealer. I mean, I just asked a simple question. You thought of straightforward answer and or adapted answer, thank you for that, because I'm not from India, so it might be relevant for me to tell me I'm from India and should not be relevant to your neighbor to say I'm from India. I know. Well, now there are some, so you answered me, I'm from Wow, you answered IBM and you said that you're not sure because you don't know what my expectations are. I don't have any expectation, it's what pops up to you first. So, yeah, exactly. So what's the first answer that pops up to you? So that was the really the idea here. And the right answer is your answer and if you don't have a straightforward answer, you might be in that place that's, so that I'm from X, that's a straightforward answer, but if you don't have a straightforward answer, you might have this multi-cultural profile, which is called the third culture kids. This is the model that I want to share with you, that are those kids, I mean, the concept is defined by someone that started the kids that were not in their passport culture. So have a culture, but they grow up in another culture, third culture kids. So if your answer is, I'm not from X, but I have a story. Actually, I was born there, but I feel more like that. So a lot of us have that story. It's, yeah, we do have this profile of third culture kids. And sometimes our cultures, I'm going back to agile and organization, might be contradictory, might be contradictory. And the next thing is if you say something that it's not my culture, it's not my culture, what is it un-normal in it for you? So we'll go back to that question. So this was more wider question. What is, if something that you recognize this is not my culture, just reflect one minute about and exchange in your table, I will put two minutes, what is for you, not my culture, why you consider it not being part of your culture. Okay, I'm just leaving the two minutes to discuss. Okay, does anyone else has an example? Yeah, sorry. I don't know what she said, something that in Western culture doesn't, do you have an example? Yeah, the way? Yeah, someone else wanted to share and you said, yeah. Yeah, yeah. Okay. So yes, yes. Okay, I'm not sure that people there are hearing you. So we might need a second mic eventually. Okay, so it's not just if you can talk louder. Thank you. You wanted to say something? The second example is actually culture. This are things that we are building upon these. So these are not unimportant, even for our job work because our job is in people interaction, remember, and culture is about people interaction and one of the great culture is food, how it interacts with food, coffee and time. So the relationship with different culture to have to time is one of the main culture revealers. So this is my last exercise that is out of the agile world to build on difference in cultures is what is your relationship to time? Again, three minutes. You can, you have some posters if you want to use it to write the ideas down. How do you value time? How do you value time? Is it a better question? You understand it better? Important is time for you. What's the meaning of time? All this is in the relationship. Three minutes, okay? I just, what did you consider to come here? Once again, some insight? What do you discuss about time? Okay. Time spent and being off the table. Okay, thank you. Okay, so time has an impact on quality or something? I'm just trying to repeat a little bit. I'm not sure that it's very audible. So if you can remember to speak louder, I'm sorry I don't have a second mic. Yeah, okay. But given the time, I would want to relax a bit and then it's better at the end. Who are we? Who are we? I have a culture like I was talking about. A culture, okay. From a cultural, we as a culture, okay. Okay. Well, I actually said we, it's all the culture here. So it's beyond one team. Thank you. Yeah, interesting. Yeah, yeah. Yeah. Okay. Yeah, deliver it on time. So it all has this, this path of time that the, not the path actually is, I'm sorry, I'm leaving the work. The pace of time, the pace of time. You said something about the family is granted. What does that mean? That means, yeah? They are just to that. Yeah. Yeah. So why don't those professional environment adapt to that? Why? I don't know what's the end of the experiment. Yeah. Okay. Yeah, exactly. That's exactly the point. So we will finish with this, but I think that time is an interesting culture exercise. Do you know, and we stick to the time for two more slides, do you know where the o'clock comes? The expression. Yes, you said that you know where it comes from. The story of o'clock. Oh, okay. So one thing about the time is, I'm going back to Einstein, actually time doesn't exist. Time as it is doesn't, just show me a piece of time to prove something. There's transformation, but time as we define it doesn't exist. Is a protocol that we humans define to synchronize among ourselves. And o'clock, well the time as we know it today and as this is time from the Greenwich time was a need of British railways at a certain point where railways developed to synchronize. In the beginning of 19th century, Manchester and London didn't have the same time, but who cares? It was about, I don't know, four hours to get from London to Manchester and one hour difference or 30 minutes, I don't know, didn't really care. The moment they would need to synchronize and have the same time. And the o'clock expression, well three o'clock comes from expression, time on the clock. It's not the real time we agree among ourselves, it's the time the clock tells. And the, well the, actually the West culture are very o'clock time driven. And we kind of exported that one massively in other cultures. Nevertheless, the cultures are more event driven. Because what really exists and happens in life are events, seasons. No. People that work in agriculture are less surrendered about YAM at the end of the day. Yeah, at the end of the day, because the harvest must happen today or between today and last, the end of the week. After that, it's ruined. Event driven. Also, and there are cultures that are event driven. We will see when it will matter. That we see. And by the way, this event driven culture is more aligned with us also as living beings. Do you have kids? I think there are people that have kids. Yeah. You know, kids before 10 years, let's say eight years, I'm not sure. How do you, how do you tell them that they have to eat? You say, hey, it's 6.30. It's 8 AM. You know what to do. The other kid of five will understand that. It's 8 AM. What are you telling them? Yeah, when you want them, you know, to, during the day, when say, you call them and you say what are you telling them? It's time to sleep, time to eat, time to play. So that's a very, we know to deal in a very event driven way. And actually, I really think that we can, that's something that actually when we say time to market, we come back to that. It's when it's meaningful. It's not tomorrow at 8 AM or in two weeks because we decided to deliver in two weeks. It's when it's relevant. And because we don't know when it's relevant, better do it on a continuous way. That's, that's the ideas of time is a cotter revealer and we have different relations into time. And usually we are more event driven in family than at work. So let's go back to agile now and more agile topics and see what the gap is. So we will do an exercise from now until two exercise, by the way, but we saw the first long exercise with the paper board and the posture that you have on the table to deconstruct our agile obvious. And we will ask these questions. What is obvious to us? What assumptions do we do? What were our needs? It's based on what experience we had. So I will invite you to grab a paper board and some of you in the market just draw this and for five minutes, each of you try to answer this question. What are the beliefs? This is what are you involved in? What do you believe about agile today? We'll put five minutes to this section. We'll go through the others after. So five minutes, what are your beliefs today about agile? I would like you to write on the posture individually first and then share them. So I will give you five to seven minutes for all the exercise. I think that if you draw it before, you won't have maybe enough space. So what are your beliefs about agile today? What are your beliefs about agile? Just focus on the involvement beliefs. You're involved in agile today, in agile. What are your agile beliefs? Right now, we'll go through the model. The model aims to create some empathy with other culture. So we use what is called the third culture kid pattern. So this was the involvement in my culture. I'm in my culture and I have some beliefs. Now, say that you will try to lean that. So step away from that bubble. When you've done, we had this assumptions, this belief, sorry, what were assumptions that you've made? What made you build those beliefs? Or build a what assumption? For example, I've heard here fast, one of the examples is that doing things fast brings something, I know, better. Something like that. I don't know exactly, I'm just grabbing an example. But that said, one belief is built of an assumption. So next five minutes, step down. On what assumptions do you think our beliefs are built? Okay? Five minutes. It's about one minute left. Okay. So you're done. I think it seems that you're done. The third thing, how was the exercise about assumptions that you're taking? Difficult. Why was it difficult? Okay? Uh-huh. Yeah. Why do you think that's too... Yeah, isn't it? Okay. Yeah, exactly. Exactly. That's interesting because that's exactly the next step about holidays and things like that. And thank you for telling that it was difficult. One of the things I think is more difficult is that we are stepping in our blind spot. Beliefs are easy because we know what we believe. But then is try to unveil our blind spot, what our assumptions are. It's more difficult. And what you said about the holidays, et cetera, it's the next step. The next step, it's what it's called in this pattern, transition. Now we're going down to something that might be basic and shared with other culture. People are not convinced by agile. I have non-agile beliefs. Needs. So you've made those assumptions that was based on what needs. And to reveal what a need is, that might be easy for you to answer this question. What is dangerous to me or to us? When you answer that, you know what else you need. Another five minutes on this. I need to eat. I need to eat if I don't eat, I die. So it's a danger for me. That's the idea. Going back to that, that's what we're going to need and experience. We have the same experience and then we try to step up on their beliefs. That's the second part. Okay. So the first part that it's called re-involvement is go back now to what are, what do you think are the groups that are non-agile? What do they believe? So we unconstructed our pyramid to reach their top pyramid, is what are their beliefs? So what it's, why is it called that re-involvement? By the way, I just tell you this is a pattern that I've borrowed of the study about third culture kids that have a culture and leave that culture and they're in the space of nowhere. When you leave, you're not really in the place where you're living because your people say, hey, this person will leave. You're not really in the new culture. Then you prepare the transition and then you have a re-involvement. So that's why, that's why. What I think this is important is also, and now it's work on their beliefs, is if you don't have empathy, some empathy with the groups that don't believe in adults, we won't succeed change. So this is the whole point about it. If we deconstruct our own beliefs, we can also try to see why they have their own beliefs. So this, the next five minutes is about what do you think are their beliefs? The non-Ajjal, people that are Ajjal allergic. What do you think are their beliefs for the next five minutes? Okay. So this is the moment. This is the moment that I would like that you as tables share your findings until now. And if we have some time, we will try to see what are the other group needs. But I would like to have a five-minute share with table how you built the exercise until now. So who wants to start? And who wants to speak up? Okay. Yeah. Can you be louder or just stand up maybe? Yeah. Yeah. So hi everyone. I'm Simpi from Shell. Hi everyone. I'm Simpi from Shell. So probably we'll start with involvement. So my team, the awesome team, believes that Ajjal gives us past delivery and it does a better rest mitigation. It is very adoptable. It's a good wrapper and it really creates an open involvement and it reflects a change and there is a way by which you can get a very frequent feedback. And the most important is that you fail early. So that's the involvement. And when we have these beliefs, the assumptions what we have is that the market study. So lots of market study was being done on Ajjal from different organization and based on the statistics, that is what we see, that the people who are doing the Ajjal delivery, they deliver fast, they do the better risk mitigation, they fail fast, they identify all the loopholes early in their lives, in the life span of project and the empowerment, the empowerment it brings to the team. The team feels happy, they make their own decisions, they fail together, they bring the success together and then early and continuous engagement with the stakeholders, with the business partners, with the assurance partner, all the people who are part of the project and then the framework, then the transition. So probably what we need to be in Ajjal journey is, sorry, what are your danger? So the dangers are lack of knowledge and availability of resources. So end of it, we are dependent on the people who are on the ground working. If they are not available, definitely it's something which we need to look out. Lack of collaboration and trust within the team, lack of risk appetite and people mindset and culture. This is what we see as a danger. Then the reinvolvement. So probably in the reinvolvement, probably the non-Ajjal thinkers, they don't want to come to the Ajjal because they feel that they will lose power or authority. And because the Ajjal is more about that from single person you are going to the distributed team. And people are afraid of change and they just sometimes feel, oh, this is another change and maybe another thing which is coming on our way. And some people, they have a mindset that, oh, I can't be asked for this change. And again, a mindset and culture. So that's what we think. So you think that people non-Ajjal think that people are afraid of change? Yeah. Because they have very fixed mindset and they feel that what we are doing is great. Is that your belief or their belief? Their belief. Because we are not a non-Ajjal mindset. That's why we are here. They think that people are afraid of change. Okay. Yeah. Thank you. So that's from Awesome Team. Now, you want to go next? Welcome. Yeah. Well, I'm not sure. Okay. So we have the, I think, pretty much similar as what she said, but some of the things are, again, it's beliefs are flexible and adaptable. And we have, again, failurely, then faster deliveries. And again, you know, Ajjal is a mindset. That's our belief again. And parallel, what is that? Parallel tracks. You can have parallel tracks. And it's a process driven thing. And it's an enabler to do faster delivery. It's accommodative. And another assumption is people over processes. Okay. Is that an assumption or a belief? I'm talking about belief and assumption. Yeah. And yeah, I think pretty much covered. Yeah. Yeah. Failurely, I've already told. Yeah. And learn quickly. Learn from the mistakes. And that's, that's about the beliefs. The belief is that you learn from mistakes. Yes. Okay. Okay. And the next one is on the assumption set. Again, some of the things. Yeah. You know, sprints will, you know, quicker development. Yeah. And process yields better results. Okay. And again, people over process. Again, that, that comes in both things actually. There's something about people and processes. Yeah. And the transition is, you know, what needs and what, what's dangerous. Bankruptcy of the company. And you have changes in the business priorities. Work-life balances. My bonus. And yeah, I mean, whatever it is, negative or whatever, right? That's again, then clients impress, impressing the clients. Impact on that. Okay. Okay. This is a need. Yeah, need. Yeah. Okay. Customer satisfaction, you know. And organization restructure. Right. Then work-life balance. These are the, some of the needs and whatever, what's in mind. And again, again from the non-agile or whatever, anti-agile or whatever you call it. Yeah. Allergic to agile. Allergic to agile. Okay. The change of big picture. That's one thing which, you know, comes to our mind. Right. And I would say frequent change of big picture. Yeah. Okay. And it limits innovation. That's something which is interesting that has come out here. Yeah. And we had some debate on that, but we all finally believed. Yes, it is. Okay. So they believe that agile limits innovation. Yeah. Okay. Okay. And it's expensive. Right. And too much of processes. Right. And new processes and what's the thing? Another thing to learn. Just another thing to learn. Okay. Thank you. Thank you so much. Claps, please. Claps, yeah. And oh, I thought, yeah. The last one. Resistance to change. Resistance to change. Yeah. Yeah. It was in the. Yeah. Thank you. Thank you. Thank you. Once again. Yeah. Hey, hi everybody. I'm audible. I don't know. It doesn't work anymore. Hey, I'm Harir Ganesh from Cisco Systems. So on the first aspects on the involvement. We, what we believe is empowerment by empowering teams. We can bring the comparative advantage on board. We can deliver the business value that can drive innovation. It's also on self organizing and cross functional teams, the way of developing teams and then focusing on the value. You can also have happy teams and then solving complex problems. It's also a culture and the mindset change that these are all the first thing that is the belief. The assumptions that we have is the, we can have faster time to the market. We have the right infrastructure to support it. We can embrace early feedback and then okay, we can deliver continuous continuously. That is the contest deployment and contest integration. We can have the complex problems be solved, solved into small chunks. Then from your end, we need the right framework. Everyone feels these. Everyone have the same belief. All right. Okay. So I will move on to the next one. The transition of the needs. So for any change to work successfully, we need to, normally I follow the Noster Lipset Model. Where we need to have certain things in place. The first one is the right vision, mission, the skills and the resources and then the incentives. So these are all the things that we need for any change to work properly. And in addition to this, to these, what we also have is a change in the mindset of the people, the right investment to make. And then, what else? Okay. All right. Same old. The last one is on the re-involvement. So most of the teams, I think it is a lot of micromanagement. And then they have limited knowledge. They always feel, okay, agile is just doing a daily stand up. There is a whole lot of things apart from that. And then once you start developing self-organized and cross-functional teams, managers will lose their job. Okay. Because if the teams are already self-organized, why am I even needed there? Okay. So this is their belief that they will lose their job. And most of the teams, that's the reason they don't support it. Yeah. All right. Yeah. Well, there's an obvious need behind that. Right. Yes. No one wants to lose them. So, a few more points. And then I will stop on that. So, and then resistance to change, because for me to learn something new, and then if I were to change, I just want to stick to the old thing. I don't, I always need a comfort zone. I will never come out of my comfort zone. Why should I even learn it? That's the mindset change that needs to happen in any organization. Okay. So this is their belief also that the agile people resist to change? No, no, no. Non-agile people. Yeah, but that's your belief about non-agile people. Yes. So that's it. That's not their belief. No, no, no. That's your belief. Yes. I mean, you are. As a community, you believe they are resistant to change. Right. Yes. Anything more for me? Okay. That's it. Okay. Thank you. More applause. I don't know if it's confusing about whose beliefs are we talking about. Most of the table is left already. So this is more or less whatever my experience in agile journey. The beliefs are like this. The agile works very well for the self-organizing and cross-functional teams. That's why we kind of adopted this methodology of working. As the sprint goals are very smaller one week, two week kind of, so it is kind of not too much workload for the team. There is no command and control culture. These are the beliefs what we started with. And the assumptions based on what we came up with this is there is always a team goal. There is no individual goals as such. Always there is a team goal to achieve. As sprints are pretty small, the goals should be also, should be smaller goals to achieve. The assumptions, for those all the beliefs what we had and only the teams decide how much work they want to take. Nobody, because there is no command and control based on this assumption that team only decide how much work they want to pick up for sprint. The needs, what is dangerous, team, now when we talk about team goals sometimes the individual takes for granted and they don't really focus on the individual, not exactly goals but at least the task part. If the individuals don't complete their thing, automatically the team goals finally gets impacted. If three of the team members, we have one guy who will finish it up, they start depending on one person too much. Anyway the team will fail, I will not fail, that feeling is quite dangerous. And when we talk about let's say two weeks sprint, we can do it in five days. So let's relax for first few days of the sprint. So that way the complacency comes into picture and finally you may end up in a, again a tighter schedule towards the end of the sprint. It is done dangerous to say you said that it was dangerous to say. Yes. One of the need is that I need my need is to feel comfortable with failure or something like that. Also like maybe they will keep, they will pick the easy ones to finish first and keep the difficult ones towards the end which can be a dangerous thing. So better to take the critical ones or the risky ones first and not exactly the low hanging fruits take first here in this, especially in the sprint concept. Re-involvement what we have experienced is those who are bit resistant towards it, or look towards the individual contributions the individual reward programs they are more like the heroes they want to become like heroes. We are one man army and we don't believe in team culture. If I work in a team, the team gets the credit where will be my credit. So that's there the resistance comes that's what from experience it's not that we feel about them, but that's what has been happening and the strongly feel if that yes the SDLC only should be followed in waterfall way that's how we have been trained and that's how that belief is strongly there and finally they think that more R&D more command and control infinite like endless R&D is the way of working kind of you just do the R&D without really keeping a deadline. Some believe in that that's why they don't really try to add up to agile. In agile your all R&D will fall flat unless you have something to show in end of the sprint you really can't tell this is my sprint goal so that's about it I have been a team manager but now is from master and a coach working for the team so yeah so I work for Cisco as this master come coach for agile teams. Thank you. Thank you. Can you guys hear me? Okay, we have a wide variety here under involvement faster feedback loop, time box more collaboration among people ceremonies, principles fast feedback, cross functional fail fast that it's cultural also that poor adoptions have poisoned the idea for many people and it's not widely understood even by practitioners but it's a useful starting point for improvement so under some of the assumptions that collaboration is better as faster feedback helps keep us on track so we don't deviate the agile manifesto says so and other people say so and we have other examples from other organizations and that it is something that is a value or can be a value to help teams improve on the transition needs side that the markets change with the fixed communication gaps that's a danger early defect identification let's see what you see is what you get a need for simplicity finding the problems helping people be effective and fulfilled and a danger is stagnation or lack of impact and meaning for re-involvement there's let's see the leadership lacks agility there's not discipline no command and control there won't be plans in place sorry my hand always at the risk of failure and blame is greater than the potential for benefit success and that there are better ways of working one of the things that I don't know it's very hard to be in the known agile culture in the re-involvement and check their beliefs and thank you for the example actually say what are their beliefs and you state your own beliefs in their beliefs but that's okay that's why the exercises is here to go there last group it brings transparency to the team it's continuous feedback before it's too late it maintains fluidic boundaries I don't know what they meant with that is and continuous collaboration better planned and faster delivery products happy customer value to business values I don't know so that's all the sum of the beliefs here and assumptions are we are using it because it might have been succeeded somewhere everyone else is using this in the industry it gives you the chance to self-improve it provides individual level and the team level autonomy everyone in the team understands the agile to the same extent and this needs to be driven across the organization because they are pushed by the organization so that's why okay so this assumption is it's pushed by the organization okay and the transition what's the dangerous to me I might lose my my own learning too many framework or methodologies to be adopt so if I learn something here go somewhere else what's going to happen to that failing on time delivery how it's going to be taken even the feedback is given and again we fail post that also and not bringing everyone to the same level of understanding due to the human conflicts and the behavioral issues so this is what the dangerous to me as a team beliefs are constructed built on a set of needs so what you say that you have those beliefs about agile because there's one need about being stable on method clear method and the involvement is when we are working with the team there are experienced team members we have seen enough delivery models this is another talk of the town which will fade away in couple of years and like there's a lack of documentations lack of process if let's say a team member leaves we don't know what exactly a working product is doing because there's no document in place and we talk about people over the process then people brings their own knowledge and thinking to the table which is not accepted by everyone who is working in the team so process is very necessary okay because people don't accept okay so that's the non agile community okay yeah do you think we are all like this yeah let's say that we believe this say one year later a lovely colleague here thank you comes and says it is a cheap methodology it is better than agile we have to let go agile to be even better than what we are so what should we do we should be let go agile I'm just asking yeah well thank you for that because the idea really of today is that being non judgmental the process I wanted to offer and the idea after re-involvement beliefs is okay this what we think that the other believes but what are we doing here we are just stating things did you check it how do you know and how do you know and then if you the next step is go ask them and then acquire what were their assumptions and what are their needs and you will be somehow surprised that you might have the same needs with different answers and different beliefs like shape and agile so this is a not of agile workshop I mean I put it in the agile because I think if you are agile change agents if you think you are that I think it's a way of thinking that helps but you can use it or whatever so shape or whatever sheep oh sheep oh sheep it's very interesting very well with this also once I was talking to one of my my team pretty senior in terms of example so his theory about agile was see if thing is there are we have couple of friends who is working on the consulting firms their job is to bring something new to the industry every five years if they stick to the agile what will happen to their parent but so it's his analogy okay it's talk of the town you know stay with it for some time something new is going to come you know learn learn learn exactly so he's kind of so the idea is to address then be beyond or behind the beliefs what are the needs you know about what's if they remove that five years pattern what does he or she thinks what are her assumptions it's exactly the same thing but from the other side so okay their beliefs their beliefs are built on what assumptions and what yes yeah yeah yeah yeah yeah yeah yeah yeah yeah but it is still it is a foundation because the need is I need to spin in or something that can be if you want to be a sustainable how do you do that most of the time most of the time you don't have the option to leave it so we have to leave it yeah I think I suspect and I think we are five minutes over um well the idea then is to tell the story go back where did you come from that could be convincing if you just say well those are my beliefs and those because just tell that story changes our story teller so the story that is built just tell it and who knows some non-adult people might buy in in your authentic story and my last question and I am aware we are already five minutes over yeah that was one thing I wanted to remember that beliefs are different from values but the real question is what could you discover and what do you think we need what are the two answers we have we have some culture that's why we resist into that change try to understand the culture why this resistance when you are sensitive to that culture not maybe today tomorrow or maybe later we can tell your concept to that person that culture sensitivity is another thing that's why I use time so that the people are not on time and what does that mean does that mean that they are not respectful no their culture is different the relationship into time is different thank you thank you very much thank you