 Hi everyone, can you hear me well? Yeah, good Very happy to be with you all today, and we've got the luxury to have a very large room Which is great because we need to ask your permission Today we want to make this very interactive and that's going to involve you guys to move around the room Do we have your permission to do that? yes Okay, and on the logistic point of view there's also another thing we need you to do is to be prepared to have a Pen and a paper because we're going to get you to write up something for yourself Okay, so if you don't have it there's some paper and pens over there, which will circulate everyone. Yeah Cool, let's start So our intention today really with you guys is to demonstrate what the roles world views and perspective taking takes into Employee engagement in you know in agile initiatives Right, so we're going to practice that and you know see see how it looks like So this is us Taken this morning. I'm very happy to be here I don't know if there's much more to say about us But we are very good friends and having a lot of fun talking about these topics here in Singapore But in other places in the world Mark, you want to share something with the group? No, he's quiet Okay, but we'll have to stop him at some point. So right So what's the employee engagement mark? So according to Wikipedia employee engagement is Actually defined as one who is fully absorbed by an enthusiastic about their work and so takes a positive action further the organization's reputation interest Yeah, okay So a quick story about that and I just want to make sure that we have the same understanding of engagement And so you're going to have questions that are going to follow this and when you answer the question at least we have a common understanding So a little story about engagement There's the story about John F Kennedy that went to the NASA Center and he asked a man or janitor what he was doing and the janitor Answered I'm helping put a man on the moon Is that engagement or what? Okay, so we can relate to engagement we can pass on yeah So I'm going to just do a we're going to do a quick hands-up count How many how important is employee engagement in Agile organization? So if How many of you think it's not important at all? Oh, not very important No one somewhat important There's only four choices, huh? That's what is very important all right, I was actually scared I Was like what if they say it's not important at all we have absolutely no talk so thank you we can pursue Yeah, we were wondering what we're going to do if that happens right? so And so how many of you believes that you know that Agile is helping employee engagement in organization Not so confident Compared to just before Yeah Okay Yeah, so I'm wondering so with the rise of agile practices and organizations around the world Some people think that it's intimately related to motivation and engagement So if we're agile we're more engaged or we'll have more engaged employees and a lot of you think that is that is true Right and so Mika I'd like to ask you so what do you think the worldwide average rate of employee engagement is? 63 45 28 30 what do you think it is? Maybe 45 45. Yeah, how many agree 45 45 percent have one person 45 Hey, you should be with me People seem to disagree. Let's try it. How about how about 63? How many people think that 63 percent of the people are engaged? Whoa, we're pessimistic today. Look at that. Okay. How 28 28 percent 28 percent. Okay, quite a few. How about 13? 13 oh quite a few Quite a few. Okay. Well, the answer is 13 percent as per Gallup poll an official Gallup poll the worldwide rate of Employee engagement is 13 percent funny story. We just went to the salmon scene said our employee employee Engagement rate is over 65 percent. Oh, who made your survey our HR department? The real truth is that it's actually much lower in the Philippines in the sea here in the Philippines. It's only 28 percent in Indonesia it's 8% Singapore hovering a little between that so that's the truth So what's the basis for engagement basis for engagement So the room for all engagement. I think it's just plain basic conversations. It all starts with that So what goes through conversations? Right innovation? Kept challenge that communication of business needs Empowerment of teams and people go through conversations a quality of your stuff goes through conversations as well How do you qualify? It's not machines. Actually somebody at the end tells you well, this is good quality, right? And motivation goes through conversations. Is there something that doesn't go through conversations? Pretty much everything right and then we have this is pretty much the the outward mindset This is how we communicate this we converse in outward and inward Directions, right? So we say things and we also have to take in things and some of those some of those items that we take in Basically are for clarity. We take in for clarity We also understand business needs. We communicate them, but we have to understand your business needs. We listen We support employees that way as well We understand intrinsic needs and we also communicate organizational vision right through understanding So we're getting to the to the guts of what we want to bring up to you today's in talking about world views, right? So we got in and how to use world views in terms of your own Reflective process for whatever you're doing in organization or in your own personal development. Okay, so we just gonna what we need to do here I said the basis. What are the world views we're talking about and what they mean, right? So the first one is it yeah So I like this subject by the way I can go on like hours and hours and hours I have a couple people that attempt some of my meet-ups. They go. Yeah, he talks a lot. So we get ego centric Basically, we're gonna ask you to take some perspectives your ego centric perspective is basically me myself and I It's the ignorance of duality. There exists nothing else just me myself and I I'm not comparing myself to anybody It's just me. So that's your ego centric perspective. Okay? Yeah, and then we'll take you to taking an ethnocentric perspective. So here is us we they they them So there's dualities us versus them, right? This we are we are packed versus another pack, right? It's it's the the ethnocentric only exists because of the duality, right? So we'll play with that one also today And the last one last one is a little a little more ify. It's like world centric is basically There is duality, but it's defined as us we versus it so imagine the world against global warming the world against We're all in this together against animal extinction or whatever a cause it so that would be a world centric perspective Of course, there are other definitions, but we'll use these ones. All right, so that's your world centric perspective Okay, so before we move on just want to check in with the group is everyone clear on the ego and ethnocentric perspective by show hands Clear okay, if not, we have to do like this to our presentation on each one of these things Okay, I think we can proceed you can go right so here was what we're gonna we're gonna practice it practice this So we are we brought this and this is our something we use ourselves in our in our organization It's just what we call our competency framework, right? And it covers all the some of the elements that we think are very Valuable in terms of development in the agile space, okay So we you just going to use this one as a reference for the exercise today So he covers different areas like being in the executive coaching and facilitation training and all the agile domains Many be technical from a business or from a PM and mythology perspective, right? So there's a lot of elements in there We're not going to go into the details, but we're gonna allow you to try it out and use it, okay? So the first thing we're going to do is get you to create your own Personal development mind map So that's why we got you to get the the paper and pen And we get you to put your name in the middle and then start and start the writing up which areas you would like to develop Right, so the intention here is to look at this from a ego centric perspective, right? So for me if I want to increase my engagement in the organization, how would I construct my own? development mind map Right, so think of you know and start writing up all the elements you would like to work on Or that you know already but you need to foster more Make sense, so to help construct this mind map What we're going to use is primary notes and the primary notes are the pieces of paper that you see and they're actually part of the table If you can bring back the table So the primary notes are going to be project management mythologies Methodologies business technical IT stuff training coaching facilitation and agile executive Which pretty much covers a lot of the of the aspects in an organization not all of them Of course you can use this to inspire yourself But at least use these primary notes where you can fit your own personal development in so start with your name in the center And then the primary notes to develop an ego centric Development planned. All right, so according to you yourself and you It's all about you and we we're gonna do this quick because we have a limited amount of time right now So just whatever comes up first is okay. Don't try to over engineer the map Just go and put anything that you see that comes up first So we have about a minute Do you want to go around see if I was okay? And of course these are just examples if you have other Notes that you want to put in go ahead if you're doing some marketing stuff some HR stuff If you want to be prime minister of Canada, that's a really popular job these days Okay, so what you're supposed to be developing if I can just get Mika to click to the next the next slide What you see on the right hand side here is what you're supposed to be creating, right? So start with your name in the center and then expanding to primary notes So you have in this case we have leadership agile domains some coaching facilitation training You can use those primary notes to build on that right then after that as you can see in agile domains I have agile lean. I want to know some stuff on scrum. I want to do some user stories I want to develop some estimating. These are all things that I want to develop right as an agile practitioner or a manager that has that has the Basically, I want to do an agile organization wants to transform an agile organization, right? And we also have some training stuff some leadership stuff So whatever will help you develop as an agile practitioner is what you're writing down on your mind map Is everyone more or less done to an extent Yeah Bring this one again. So note to self next time we need to two screens two screens. Yeah, all right Let's let's stop now wherever you are. It's okay, right? so now you're gonna you look at your your mind map and Maybe start making stars where you think that is the most important for you in terms of development Where would you want to work in first? So what we're asking you is make a backlog But not necessarily rewriting the whole thing but prioritize the things that you think are really really important again From an egocentric perspective It's about for me not considering anything else, but myself. This is what I choose to develop next All right So now you've done that this is where everyone's gonna start moving around because we created that stations around the room We've all the top categories here, right? So wherever you put your most important one just move along closer to the stand up near the stations Which represent that category, okay? So basically the categories and I'll just read them right here So you have agile executive here So if you know if you're doing some executive stuff some management stuff you want to stand over here This is basically what you've chosen to develop over here is coaching facilitation So you're pretty much wanting to become an agile coach or doing facilitation work And this is very important for you being a trainer is more important There's a difference between coaching and training so being a trainer is back there And then in those three corners over there on that side We have some technical IT stuff which is in the back. Yeah, so everybody. That's a geek like myself. I'm a developer Right this PM and methodology here and business on this side. So what we invite you to do is Look at where your priorities were Categorize them and then go stand in those spots, please And if you don't have any category that then choose one we got whichever one you want Where are you all guys clubbing? Are you on the coaching and facilitation? Yeah, and here there's a Agile executive. Okay, let's try to make a clear distinction between the two groups if you can give a gap or something Hey, you know it Mika. I'm just wondering how Fred the guy who gave the talk before us would be upset right now With a few number of developers we have Okay, so now here's what we're gonna do we gonna We're gonna get you to guys to find a to go in pairs. So find a body we got in your own group Right and what we're gonna get you to share with the other person and it's a very quick sharing is about 30 second From your own egocentric perspective I Why what's important for you in terms of engagement and you developing that skill or that practice? To and explain that to the other person Right, so we'll give you a quick short 30 second Time window to be convincing to share from your that egocentric perspective And then we'll get the other person to reflect what they understand and how they felt when you said it Right And then we flip again. We'll do it again from the other side make sense So find a find a body in your own group Wait, wait, wait, wait, wait Hey Guys guys You can go then Huh No, I wanted them to start at the right time You're alone Find find find someone Stop Okay Your attention, please Guys Stop Okay, so if the first person has completed, please go on to the second person All right, time's up Um, we're going to introduce a rule here, and I want everybody to look up to the stage And this is a trick. I see there's a lot of agile coaching and facilitation work going on over there And we're going to instill a rule here Whenever Mika and I raise our hands everybody starts raising their hands and stops talking, right? And you'll find this very funny There's always this one group that never looks at anybody that keeps on talking while everybody has their hands up All right, so that's the new rule. All right, so again the basis for this is the conversation Right, whatever you want to do in life is very important, but right now we're concentrating on the conversation So by show of hands who found it difficult to initiate a conversation About themselves on what they want to do raise your hands We have one It's very honest it is it's not that easy it's not that easy sometimes it's quite difficult who found it difficult to pair up Just to find somebody to talk to Okay, okay who found it easy who found it pleasant All right. All right. So yeah, so we want to share we want to converse we want to communicate right And this is a dynamic that we're trying to introduce in organizations that we're questioning organizations Is that we're putting these processes and structures in you can have all this whatever they're presenting safe dsdm less Scrum name it whatever you want you can put in a process and structure you want 20 minutes. Okay. I got to go faster This is the problem is that we put in processes and structure and structures and it cuts cuts off conversations Automatically we rely on them for organizations to function and that's why there's 13 engagement. All right We're going to notice a little difference. We're going to test a little difference here Yeah, but it's just a question for everyone. How many of you felt that What the other person was telling you was really compelling and enduring you felt the passion Right. So what what's uh, so the rest of the rest of you felt that was what what was the feeling? No, just please throw the words in So who felt their partner was not engaged? Raise your hand not engaged Okay, there's a lot of laughs here. Do I take this culturally as being? Yeah me or no, okay, maybe Yeah, so this is a clue for you guys when we when you're looking at talking in the Ego-centric perspective if the person is generally talking about I by that's about myself, right? I gonna have an intrinsic passion about what I want to talk about The message goes very clearly if if it doesn't if you have felt. Ah, this is fake. This is, you know He's just telling me a story. He doesn't feel connected. Then, you know, that is something else that's that you know There's not the really really an egocentric, you know perspective that's being shared here, right? So get tuned to that because you need to know that, you know, when you are It's very important to be able to express yourself and by the looks of it You guys are all comfortable doing that, right? But at the same time if the person in front of you is not feeling it It's probably that you are not, you know, generally expressing yourself Okay, so be mindful of that when you're working with your teams Yeah So we have a little story about around egocentric perspective. Yeah, this is uh, Damien's Fisselov. Yeah, I'm gonna get that right Philosophical take on egocentric perspectives. This is my son. By the way 14 years old hockey player in Canada and taller and bigger than I am. I'm scared of him So I asked him he's into philosophy even at the age of 12 He was taking like these philosophy courses. I have nothing to do with it. By the way, you know, he's Yeah, anyways And I asked him in the car, you know, being interested in philosophy myself and I said, you know what? Can one person hold the absolute truth about a given subject? Just one person Right And I'm thinking I'm gonna trap him on this one, right? And then he uh, he takes about 15 minutes to answer, of course Taking a long time And then he answers. Yes, he can he can hold the absolute truth If he's alone in a room by himself, he will own the truth I was dumbfounded. I was like, wow. Yeah, it's true. If you're in a room by yourself, there's only one truth Yours is that a tendency that we have that we applied our own lives How many times do we close ourselves in our room? thinking that we hold the truth Isn't that the origin of all conflicts and the origin of all challenges Is that we tend to think that we hold the truth and then he goes on to say Well, if he steps out of the room, he must accept that other truths exist Wow So that's my son. That's a philosophical take there. All right So that brings us and this is the segue to the ethnocentric perspective where we accept that other truths exist If you do not accept that other truths exist, you're in an egocentric perspective Right And we're telling you to build teams. What is a team? right What is the team? people It's a group of people a group of Like-minded people that have the same objective, right? Hockey teams baseball teams basketball teams netball teams, right? We all have the same purpose Right, and that's the ethnocentric perspective. Yeah, so what we're going to get you to do now since you have everyone still has They mind map in front of them is to look at it again But then start thinking at it. What would I need in terms of personal? You know my own development in terms of how do I would benefit the engagement of the team So taking an ethnocentric perspective on your own development Right, so review that mind map. I'll bring that slide again and see if there's any other area that you would work on Or if you would change the priority of the Of the things that you initially said on the first round when we look at it just for you Yes The team is the as you're like-minded people exactly So you guys it's the technical guys Technical it here. It's the project management methodologies and business feel free to roam around if your priorities change After considering an ethnocentric perspective for example. Well, you know what? Yeah, well, I'm going to move from it and go to business because that's really what my group needs They don't really need a developer. They need somebody or they need some skills more in business, right? So that's going to happen as well. So shift your mind maps shift your priorities We'll see if they shift if they stay the same they stay the same, right? But see if they change be curious to that change. All right So we get you to look at it now move if you need and once you everyone said oh, we'll do we'll do the exercise again, right? So readjust the mind maps and readjust your priorities if need be The launch All right almost there yes Thank you So now has have we seen some of you move around this is great Now so the difference here. We're not going to pair up to do the conversation here But you're gonna you're gonna each one of you have you don't not everyone will have a time to talk But we're going to give you about two or three minutes to A few people share What's changed for for them in there in in perspective when they take an ethnocentric perspective and the group The whole group anyone in the group that's listening in reflect back on that person So do a popcorn style a few of you within the time allocated Briefly share what is it for you and then let the group reflect to you and then someone else goes Okay, and when we put our arms up we'll stop and debrief right So it's basically the same same exact the same exercise as the ego centric But this time in small groups So you can form a group of five six seven or eight the ideal number is five by the way I don't know why but it's five So form groups of five share and um, yeah, so the same exercise but in a group this time. All right And go We are 10 10 minutes before questions You Thank you Right, so we're gonna debrief but to do that we'll get you guys to go back to your chairs. We'll probably be easier Thank you our teammates Okay, so what did you guys um, what was different this time you don't know Okay, what else Still don't know So what happens so what happens when people get together and you talk how many people felt engaged just a slight bit in their little group Raise their show hands who felt engaged in the conversation Okay Was any one of you find it difficult to express yourself on the ethnocentric perspective Nobody finds it difficult to express themselves in a group You did yeah, what did you find did you mind sharing what you found difficult? Ah, okay, you're not sure but it was difficult. Okay And that's the reality actually in organizations is the expression Right, we have these ethical constructs that the organizations put in we got to be careful What we say we can't offend anybody, you know, play it safe then we have cultural identities We have belief systems and then we have our defense mechanisms, right? I mean, I'm not about to say anything to our you know reveal my whole history to somebody I mean, it's just work, right But that explains the percentage of engagement in organizations And even though we put a lot of pressure on our leaders about developing their leadership skills And driving people and making people engaged We often forget that it's everyone's responsibility A conversation is a two-way thing You guys are as responsible as your leaders in creating that engagement Yes And if any one of you like you are here, I don't know from this side and you know The it's difficult to make the difference between the first one and the second one, right There's the question to ask yourself is, you know Which one is working? What's which perspective am I by default in and what is it about me about me and how I perceive that That I'm not really sure about making the difference when I'm actually focused on You know the duality and people around me or just myself Right, so if I was very if I am very comfortable talking just about me, right What's my impact on other people, you know, and the in my reflection process How do I include people around me into the things I do? Right, and how does it affect what I do in organizations in terms of You know, if I'm a scrum master if I'm a natural coach or a manager in an organization So I'm going to put a segue here I'm going to make a segue to what mary pop and dig set upstairs She goes to scale out don't scale up, right? Well, what we tend to do as groups is identify to a group and have that ethnic or ethnocentric Perspective, but what happens if we keep that ethnocentric perspective is that we're only building up We're only identified by what we feel is common amongst ourselves. We build up, right? And we tend not to want to express ourselves on an egocentric perspective and build outwards So you also need to learn when am I talking in egocentric or when can I express myself or how do I express my egocentric perspective as well Because it's as valuable as the ethnocentric values that are being put in. Does that make sense? And at the same time if I only talk about myself. I stay in this egocentric perspective. I'm only building upwards Yeah, I'm only scaling up. I'm not scaling out that conversation helps me scale out I need to hone into other truths. There are other truths So that's going to make me scale out So why what what am I resisting to when somebody tells me that okay scala is better than java? Well, maybe it is maybe it isn't But am I absolutely right on what i'm saying? And in resisting to that am I only scaling up, right? I think real agile organizations people need to Take those two perspectives egocentric ethnocentric sometimes world-centric in order to really scale Yeah, so um and you know the the whole the the The key thing here is about you know, you being able to when you make you are looking to find a solution Maybe when you're working on innovative projects you are working on, you know Making a decision on something working with your team at the end of a retrospective, you know And looking at what actions are we going to do right is how do we serve every individual in the group? And and what how do we serve the team at the same time? So create a solution make a decision based on that includes every every perspective Right how often of I recently I was in an organization and they work with a lot of people remotely in japan in korea and other things And the the the team members from japan and korea were in the room We did that exercise of talking Talking from the different world's views people from overseas were having a very very difficult Time talking in the egocentric view because they were always at the service of the team We we we we we we and so in the process kept forgetting About themselves which created a lot of anxiety in in their own You know work day because they're not being served. They're just serving the group all the time So when you're working remotely with people tune in into that because if person talking to you is always talking about the team But never about themselves There's something missing in the way we make decision in the way we move together as a unit Right people are not being served. So that's that's something that We invite you to have that sensitivity into where which perspective people I take are speaking from Yeah We've got just five minutes. So let's go just straight to the takeaways, right? You want to talk this out? No Yeah, so the first one is Conversation are the core of the collaboration if you have not that two-way conversation and and you know and you know Engaging others being truly transparent and truthful into what it means to you, you know And what it means how you listen to others then you will you you know the collaboration will be very difficult If possible include all three worldviews in all reflections Be it innovation, you know, even even your solution designs any and and the more you Think outwards the more original and the more responsive your solutions are going to be right. Just don't think up think out And just what I was saying before be sensitive to which worldviews your colleagues are talking from And tune into that and invite them to take another one What you know a a mark what's the what's your egocentric take on on what's happening right now Or what are these what the reflection we're having now? Tell me what it is in it for you Right, so just have these layers always in the conversation today We haven't spoken about the world centric and there's another one called cosmos centric It's even more complicated But at least have the perspective around yourself the group around you and if possible the organization And all and this applies whether you're doing safe dsdm or whatever methodology you want I think you can apply this at all levels of the agile transformation Because if not you're not going to get engaged people Get those conversations going build that engagement into employees And I think it's everyone's responsibility not just the leaders and managers, but everyone's Okay, so, um, yeah, that's it. We'll have some questions if you guys have any We prefer not to have any questions But if you do have some feel free She just wants to go home. All right Thank you everyone. Thank you. Thank you. All right. Thank you mark Thank you mark. Thank you, Michael