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For some time now I have been worried about not using the concept of Organizational Transformation and, instead, using Organizational Evolution. It seems a subtle change, but I think it reflects a radical change in what sustains it.
Profound changes are taking place in the corporate world, not only in the way of doing business but also in the way companies are structured, teams are lead, and work is managed. At the same time, a fundamental role has been crystallizing: the agile coach...
One of the abilities that self-organized teams have is their ability to make decisions in a collaborative and autonomous way.
Facilitation is art, intuition, ability and science. Anyone can become a facilitator; he or she only need practice and attention.
When an organization uses agile methodologies, in general, the teams work in a self-organized way and have a facilitative-leader.
To have a common and significant purpose helps the team pursue performance goals which allows them to focus on achieving results.
Yesterday I was reminiscing and it caught my attention how often I find Agile teams which have been working together for a considerable amount of time and don't know what to answer when I ask them what their purpose (or vision) is.
The members of a real team should have a series of complementary skills, which when added are able to solve the challenges they face every day. These skills are not only technical or functional, but they are also decision-making, conflict-solving and interpersonal skills, which allow them to find a mutual understanding and a common purpose.
A big group of people can be, in theory, a team, but the effort required to make it is extremely big. The usual case is that such group of people will naturally divide into smaller teams.
I think an aspect that really helps a Team Facilitator in his career development is, in my opinion, to be aware of the importance of the existence of real teams in organizations. I propose to call them real teams, to make a distinction from the groups of people that a manager forms via e-mail and uses the word team so lightly to refer to them
A lot has been discussed, is being discussed and will be discussed about the value of Agile Coaching. As I have already mentioned in the first article on this subject, I believe that the debate is caused by a serious misunderstanding or lack of agreement on what Agile Coaching is and what it is not. I here follow up on what to me Agile Coaching is not, assuming it is an extension of Professional Coaching as per the definition by ICF (International Coach Federation).
A lot has been discussed, is being discussed and will be discussed about the value of Agile Coaching. As I have already mentioned in the first article on this subject, I believe that the debate is caused by a serious misunderstanding or lack of agreement on what Agile Coaching is and what it is not. I here follow up on what to me Agile Coaching is not, assuming it is an extension of Professional Coaching as per the definition by ICF (International Coach Federation). Let's go!
Every time I get involved as an Agile Coach in an organization, I notice that marvelous things start happening. Not only for the organization itself, but also for me as a person. I dare say I love this profession and I enjoy very much what I'm doing.But not everything is a rosy picture. As a Coach, more than agility, I have learnt how to identify my personal issues, in order to be able to accept them or deal with them through my actions. Today I'm facing one of my biggest issue with regard to this marvelous profession, which to me is Agile Coaching.
How many times have you expressed your opinion about something or someone without being aware that it was your own opinion? How many times did you feel hurt, insulted, or under appreciated by an opinion expressed by someone else? How many relationships are hurt by a badly expressed opinion?