Psychology of Agile Coaching
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In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role. Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? This presentation explores the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
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Psychology of Agile Coaching
- 1. Psychology of Agile Coaching: Understanding Science of Change Pavel Dabrytski
- 4. Think of an improvement goal you would like introduce to your life. * Not a result or outcome * Implicates you * Important to you *State affirmative
- 7. Neuron Brann, Amy. Neuroscience for Coaches : How to Use the Latest Insights for the Benefit of Your Clients. London ; Philadelphia, PA, Kogan Page, 2014.
- 8. Neuroplasticity chemical structural Brann, Amy. Neuroscience for Coaches : How to Use the Latest Insights for the Benefit of Your Clients. London ; Philadelphia, PA, Kogan Page, 2014.
- 9. Basic Psychological Needs Autonomy Competence Relatedness Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268.
- 10. Think of examples in your Agile practice when you satisfied someone's innate psychological needs? What happened? Autonomy Competence Relatedness
- 11. Motivation External regulation Introjection Identification Integration Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268.
- 12. External Regulation Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268. • Attain a reward or avoid a punishment. • Poor maintenance and transfer once contingencies are withdrawn. Example: I will get my bonus if 10% of projects are Agile by the end of the financial year. Example:
- 13. Introjection Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268. • Swallow regulations whole without digesting them. • Internalized through feelings of self-worth (pride) or threats of guilt and shame. Usually invokes inner critic. Example: If I do not get 10% of projects to be Agile by the end of the year, I must be a bad manager. Example:
- 14. Identification Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268. • Recognize and accept the underlying value of a behavior. • Behavior is still instrumental (to reach a goal), rather than being done solely as a source of spontaneous enjoyment and satisfaction. Example: I love Agile because it reduces attrition rate and increases delivery and job satisfaction in my team. Example:
- 15. Integration Deci, Edward L., and Richard M. Ryan. “The What and Why of Goal Pursuits: Human Needs and the Self-Determination of Behavior.” Psychological Inquiry, vol. 11, no. 4, 2000, pp. 227–268. • Identify with the importance of a behavior and integrate its identifications with other aspects of the self. • The behavior is in harmony with other aspects of person’s values and identity. Example: We implemented Agile because I love working in collaborative environments where everyone’s opinion matters. Example:
- 16. Motivation External regulation Introjection Identification Integration Think of your earlier improvement goal. How are you motivated today? What would serve as better motivation for you?
- 17. Creative Brain Connect Reason Envision Absorb Transform Evaluate Stream Carson, Shelley. Your Creative Brain : Seven Steps to Maximize Imagination, Productivity, and Innovation in Your Life. 1st ed., San Francisco, Jossey-Bass, 2010.
- 18. Practice 1: Open-Ended Inquiry
- 19. 1. What is going well in your life? 2. What are 5 things that make you thrive? 3. What is your vision for your future well-being? 4. Why does this vision matter to you? 5. What is the gap between now and your vision? 6. What strengths can you use? 7. What is a key challenge? 8. What are three strategies for overcoming your challenge? 9. What are your goals and first steps? 10. What insights did you have? Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016.
- 20. Practice 2: Mindfulness Narrow Awareness Open Awareness Meta-Awareness Vago, David Ronald, and David A. Silbersweig. “Self-Awareness, Self-Regulation, and Self-Transcendence (S-ART): a Framework for Understanding the Neurobiological Mechanisms of Mindfulness.” Vol. 6, no. NA, 2012, p. 296.
- 21. Practice 3: Reflections Simple reflections Amplified reflections Double-sided reflections Shifted-focus reflections Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016.
- 22. Simple Reflections Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016. Client: How would you know what I am going through? You’ve probably never even done an Agile transformation in an organization of our size. Interviewer: You feel that I don’t have enough expertise to help you.
- 23. Amplified Reflections Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016. Client: How would you know what I am going through? You’ve probably never even done an Agile transformation in an organization of our size. Interviewer: You feel that it is impossible for your company to implement Agile.
- 24. Double-Sided Reflections Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016. Client: This company is gigantic, and it is full of red tape. It will probably take too much effort to get the full benefits of Scrum. We might need to do a hybrid approach. Interviewer: You know that it will be a challenge to implement Agile in this company, and you also know it is important to increase your teams’ efficiency.
- 25. Shifted-Focus Reflections Moore, Margaret. Coaching Psychology Manual. 2nd ed., Wolters Kluwer, 2016. Client: You are an expert in the field. I pay you. Now, tell me what I have to do. Interviewer: I am more interested in what you want to do. I’d like to find a way to help you get through this situation. Tell me what is important to you.
- 26. Practice a coaching conversation in pairs. Use open-ended inquiry and reflections.
- 27. Psychology of Agile Coaching: Understanding Science of Change