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Full Description
Helping teams and leaders work together in fast-moving and challenging situations
* Would you like to work better in an agile way?
* Would you like to achieve benefits such as flexibility, productivity and adaptability?
* Do you want practical, tried-and-tested, simple yet effective ways to build all of that, as a leader, Scrum Master, project manager or (Agile) coach?
Veronika Jungwirth and Ralph Miarka have years of experience with helping teams work agile, and agile teams work better. In this book they offer an accessible, detailed and practical guide to approaches, methods and techniques to help teams of all levels work more collaboratively and effectively. They combine the laser-sharp practice of solution-focused coaching with experience of agile environments to produce a winning combination of fresh angles on everyday situations. This book will be both a great starting point and a continuing reference source for teams, leaders and team coaches alike.
Contents
Acknowledgements
Preface
Foreword by Diana Larsen
Foreword by Mark McKergow
1.Introduction
1.1 Why this book and for whom?
1.2 What is this book about?
1.3 The structure
1.4 History of the solution-focused approach
1.5 Solution Focus and the Agile world
1.6 The Agile Team
1.7 The Agile Coach
1.8 Team coaching
2. Solution-focused coaching
2.1 Problem and solution
2.2 Six fundamental coaching attitudes and positions
2.3 Eight important principles
2.4 Attitudes and principles at a glance
2.5 Self-reflection
2.6 Experiments and exercises
3. Questions and more
3.1 Everyday questions
3.2 Coaching questions
3.3 More linguistic interventions
3.4 Self-reflection
3.5 Experiments and exercises
4. The Solution Pyramid
4.1 The ground - the topic
4.2 The first level - goals and impact
4.3 The second level - what works
4.4 The third level - the next steps
4.5 The fourth level - review of the results
4.6 Taking conversational needs into account
4.7 The follow-up conversation in the Solution Pyramid
4.8 Self-reflection
4.9 Experiments and exercises
5. Individual coaching - the team and its individuals
5.1 What needs to be considered in individual coaching
5.2 Feedback talks
5.3 Supporting further development
5.4 Self-reflection
5.5 Experiments and exercises
6.Team development
6.1 Goals of team development
6.2 Our R.E.S.U.L.T. model for team development
6.3 Tools for team development
6.4 Working with timelines in a solution-focused way
6.5 Developing a team vision
6.6 Team development with large groups
6.7 Self-reflection
6.8 Experiments and exercises
7.Dealing with Conflicts
7.1 The concept of conflict
7.2 The nine stages of conflict escalation
7.3 The benefits of conflicts
7.4 The comprehensible intention
7.5 The SCARF model
7.6 Solving conflicts in a solution-focused way
7.7 Conversational needs in the conflict
7.8 Self-reflection
7.9 Experiments and exercises
8. Solution-focused meeting design
8.1 Considerations for solution-focused meeting facilitation
8.2 Preparation for meetings
8.3 The planning meeting
8.4 Solution-focused Daily Stand-ups
8.5 The review meeting
8.6 The solution-focused retrospective
8.7 Facilitating Backlog Refinement Meetings
8.8 Follow-up to meetings
8.9 Self-reflection
8.10 Experiments and exercises
9. Tips for the coach
9.1 Your role(s)
9.2 When to act as a coach?
9.3 The coach as host
9.4 Setting and defending boundaries
9.5 The Scrum Master - a unique role
9.6 Self-reflection
9.7 Experiments and exercises
Bibliography 259
Tool Index
Index
