You’ve Convinced Me We Have To Collaborate — But How The Hell Do We Deal With People?

A presentation at All Day DevOps: Spring Break Edition in April 2020 in by Matt Stratton

Slide 1

Slide 1

Slide 2

Slide 2

Slide 3

Slide 3

blah blah blah collaboration @mattstratton

Slide 4

Slide 4

blah blah blah empathy @mattstratton

Slide 5

Slide 5

blah blah blah @mattstratton

Slide 6

Slide 6

“Our analysis found that this culture of psychological safety is predictive of software delivery performance, organizational performance, and productivity” - Accelerate State of DevOps Report 2019 @mattstratton

Slide 7

Slide 7

cool cool cool how do we do it @mattstratton

Slide 8

Slide 8

psychological safety @mattstratton

Slide 9

Slide 9

“[Psychological safety is] a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up.” –Amy Edmondson Professor, Harvard Business School @mattstratton

Slide 10

Slide 10

approach conflict as a collaborator not as an adversary @mattstratton

Slide 11

Slide 11

speak human to human “just like me” @mattstratton

Slide 12

Slide 12

replace blame with curiosity you don’t have all the facts @mattstratton

Slide 13

Slide 13

model vulnerability create emotional bonds @mattstratton

Slide 14

Slide 14

blameless facilitation @mattstratton

Slide 15

Slide 15

“Humans are hardwired through millions of years of evolutionary neurobiology and thousands of years of social conditioning to use the technique of blaming as a way to give voice to painful and uncomfortable feelings, in order to effectively disperse them from our psyches” – J. Paul Reed Senior Applied Resilience Engineer, Netflix @mattstratton

Slide 16

Slide 16

Facilitator’s Role • Encourage people to speak up, and make sure that everyone is heard. • Clarify insights and challenge the team with questions. • Help the team to see different angles and different options. • Keep everyone on time and on track. Cut off tangents and stop people from dominating the entire meeting. @mattstratton

Slide 17

Slide 17

• Do not make decisions. • Do not take sides. • Try to speak as little as possible. • Be a shadow that guides discussions, not a presenter who takes over the meeting. @mattstratton

Slide 18

Slide 18

de-escalating conflict @mattstratton

Slide 19

Slide 19

“We do not look for compromise; rather, we seek to resolve the conflict to everyone’s complete satisfaction.” – Marshall B. Rosenberg, Ph.D. @mattstratton

Slide 20

Slide 20

@mattstratton

Slide 21

Slide 21

Nonviolent Communication • Observations • Feelings • Needs • Requests @mattstratton

Slide 22

Slide 22

Observations What I observe (see, hear, remember, imagine…free from my evaluations) that does or does not contribute to my well-being: “When I (see, hear) …” What you observe (see, hear, remember, imagine…free from my evaluations) that does or does not contribute to your well-being: “When you (see, hear) …” @mattstratton

Slide 23

Slide 23

Feelings How I feel (emotion or sensation rather than thought) in relation to what I observe: “I feel …” How you feel (emotion or sensation rather than thought) in relation to what you observe: “You feel …” @mattstratton

Slide 24

Slide 24

Needs What I need or value (rather than a preference or a specific action) that causes my feelings: “… because I need/value …” What you need or value (rather than a preference or a specific action) that causes your feelings: “… because you need/value …” @mattstratton

Slide 25

Slide 25

Requests • Clearly requesting that which would enrich my life without demanding • Empathically receiving that which would enrich your life without hearing any demand @mattstratton

Slide 26

Slide 26

Requests The concrete actions I would like taken: “Would you be willing to …?” The concrete actions you would like taken: “Would you like …?” @mattstratton

Slide 27

Slide 27

“If you want to go fast, go alone. If you want to go far, go together.” – African Proverb @mattstratton

Slide 28

Slide 28

https://speaking.mattstratton.com @mattstratton

Slide 29

Slide 29