Peter Saddington - MDiv, CST

The Science Behind Building and Sustaining HighPerformance Teams through Understanding Behavioral Science, Neuroscience, Social Psychology
www.myai.org

Peter Saddington MDiv, CST
15+  Years  in  So.ware  Development • Organiza9onal  Counselor • Cer9fied  Scrum  Trainer The  Agile  Pocket  Guide  -­‐  A  Quick  Start  to  Making  Your  
Business  Agile  (Wiley,  2012)  
» h;p://amzn.com/1118438256

3  Masters  Degrees: • M.A.  Counseling  -­‐  Org.  Behavior • M.A.  EducaMon  -­‐  Learning  Theory • MDiv  Religion  -­‐  Psychology Volunteer  Counselor
Email:  peter@myai.org TwiLer:  @agilescout
©Peter Saddington - Action & Influence, Inc. www.myai.org

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Where we’re headed today...
I’m  going  to  challenge  your  corporate  culture... • Start  with  Self-­‐Organiza:on 1.KNOW  YOUR  CULTURE  -­‐  Behavioral  Science 2.THE  MOST  IMPORTANT  WORK  QUESTION  -­‐  Neuroscience 3.ALLOWING  TEAMS  TO  SUCCEED  -­‐  Psychology

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Team Self-Organization:

Not What You Think!
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Self-Organization?

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True Self-Organization: Theory or Reality?
• True  self-­‐organiza0on  =  ability  to  change  and  influence   EVERYTHING  around  you  in  autonomous  teams

• High-­‐performance  =  High  producMvity,  fun,  sustainability

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The Problem + The Solution

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©Peter Saddington - Action & Influence, Inc. www.myai.org

From a Marriage Counselor

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©Peter Saddington - Action & Influence, Inc. www.myai.org

Understand Your Culture(s)
Team & Organization
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Future Project Success Cannot Often Be Determined...

Heuris9cs  is  not  enough...

Methodologies  are  not  enough...

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Not Heuristics, Not Methods... PATTERNS
Human  pa(erns  tend  to  be  more  accurate  over   2me...

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PATTERNS - Working with a Team
What  about  working  with  a  team?

All  measurable!
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As a Manager, What If ?
You  understood  team   member  paAerns...

Then...  you  could   op:mize  them!

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From a Counselor: Emotions aren’t Accurate

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From a Counselor: General Behavioral Patterns

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©Peter Saddington - Action & Influence, Inc. www.myai.org

Behavioral Science: Team Dynamics Understood...

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Behavioral Science: Manager Effort Decreases...

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Manager Effort Shifts...

Time  and  effort  shi.s  to: •INSPIRING •ENABLING •FULFILLING
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©Peter Saddington - Action & Influence, Inc. www.myai.org

How Do I Optimize Teams by Understanding Culture?
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Have a Process or Instrument for Understanding People
Behavioral  dynamics,  team  performance,   establishing  and  verifying  repeatable  pa;erns  for   team  success How  do  we  do  this?

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©Peter Saddington - Action & Influence, Inc. www.myai.org

A&I “Re-Interview” Model (Process Option)
Example: 1.What  do  other  people  say  you  are? 2.What  do  you  love  to  do  (outside  of  work)? 3.Who  do  you  look  up  to  (mentor/role  model)?  Why? 4.What  type  of  problems  do  you  enjoy  solving   (outside  of  work)?  Why? 5.How  do  you  know  you’ve  done  a  good  job  at   something  (outside  of  work)? 6.What  is  your  best  way  of  suppor2ng  others   (outside  of  work)?
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We Use Team Science™ (Process + Tool Option)

www.teamscience.com
©Peter Saddington - Action & Influence, Inc. www.myai.org

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Agile Coach / Consultant Patterns?

www.teamscience.com
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What Patterns Work in My Company?

www.teamscience.com
©Peter Saddington - Action & Influence, Inc. www.myai.org

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Cultural Decay Happens... If Not Cared For

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The Power of Play (FUN)
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THE MOST IMPORTANT CULTURAL QUESTION OF ALL: ________________

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LOSS OF FUN
Play  and  fun  at  work  have  decreased  year  aNer  year   over  the  past  30  years  (1970).

©Peter Saddington - Action & Influence, Inc. www.myai.org

1.  Garry  Chick,  Penn  State  University  Report

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VALUE?
1) 2) 3) 4) 5) Happier  people  =  More  produc2ve  people Increase  fun,  increase  innova2on Increase  autonomy,  increase  fun More  fun  at  work,  longer  lifespan NEED  MORE  DOPAMINE  (Neuropsychology)

1.  SuLon-­‐Smith  -­‐  University  of  Pennsylvania  2.  SuLon-­‐Smith  -­‐   University  of  Pennsylvania  3.  Lenore  Terr,  clinical  professor  of   psychiatry  -­‐  University  of  California  4.  Lewis  Terman  -­‐   Standford  University

Mo9va9on Concentra9on Learning
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©Peter Saddington - Action & Influence, Inc. www.myai.org

Do You Have FUN at Work?
Think  for  a  moment...  “Do  you  have  fun  at  work?”
• Jot  down  YES  or  NO

If  YES,  why?
• Write  down  why

If  NO,  why  not?
• Write  down  why  not

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©Peter Saddington - Action & Influence, Inc. www.myai.org

How Do We Get Fun Out of Work?

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Purpose

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The Prime Directive for Teams
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“Easy Sequencing” Simulation

a,  b,  c,  d,  e...  ...  ...  Z 3,  6,  9,  12,  15...  ...  ...  42 5,  10,  15,  20,  25...  ...  ...  60
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©Peter Saddington - Action & Influence, Inc. www.myai.org

HOW  DID  THAT  FEEL?
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©Peter Saddington - Action & Influence, Inc. www.myai.org

Tweet This. Make it Known!

@agilescout  -­‐  If  you  require  your   team  members  to  work  on  more   than  one  project  at  a  :me,  you  put   quality,  speed,  and  value  at  risk.

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©Peter Saddington - Action & Influence, Inc. www.myai.org

COST?
1) ~$650B/year  to  companies 2) Imagine:  $11,000/year  to  YOU! 3) ~40%  in  loss  of  produc:vity  for  mul2ple   projects  and  lose  ability  to  filter  relevant   informa2on  from  non-­‐relevant 4) Visual  Input  drops  29%  and  Brain  Ac:va:on   drops  53% 5) Context  switching  linked  to  memory  loss 6) Mul2tasking  linked  to  madness
1.  Workplace  Op9ons  Survey  2.  Workplace  Op9ons  Survey  3.   Marcel  Just,  Carnegie  Mellon  University  on  Neurolmage   Journal  4.  Psychology  Today  Study  5.  David  Meyer,  University   of  Michigan  Study  6.  Eyal  Ophir,  Clifford  Nass,  Anthony   Wagner,  Proceedings  from  the  Na9onal  Academy  of  Sciences

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©Peter Saddington - Action & Influence, Inc. www.myai.org

The  Role  of  Dorsolateral  Prefrontal  Cortex  for  Execu9ve  Cogni9ve  Processes  in  Task  Switching  

D.E.  Meyer,  J  E.  Evans,  E.  J.  Lauber,  L.  Gmeindl,  J.  Rubinstein,  L.  Junck,  R.  A.  Koeppe

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©Peter Saddington - Action & Influence, Inc. www.myai.org

WANT: A HighPerformance Team
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EffecMve  leaders  should  see   themselves  not  as  “managers”  or   even  “problem  solvers”  but  as   “lovers  of  people”  and  “inspira8on   starters.”
-­‐Peter  Saddington

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©Peter Saddington - Action & Influence, Inc. www.myai.org

The Bottom Line

• UNDERSTAND  PEOPLE • We  use  Team  Science™ • INCREASE  FUN • Know  your  people  so   you  know  how  to   mo9vate  them • FOCUS • Stop  with  the  mul9ple-­‐ projects.  Just  stop.  
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©Peter Saddington - Action & Influence, Inc. www.myai.org

References for Further Reading
•Gopher, D., Armony, L. & Greenspan, Y. (2000). Switching tasks and attention policies. Journal of Experimental Psychology: General, 129,
308-229.

•Adams, Marilyn Jager. 2010. "Fostering literacy within a multi-media, multi-tasking educational world." Multitasking Seminar Memo, The Joan
Ganz Cooney Center at Sesame Workshop. Adams_MultitaskingMemo.pdf

•Mayr, U. & Kliegl, R. (2000). Task-set switching and long-term memory retrieval. Journal of Experimental Psychology: Learning, Memory, and
Cognition, 26, 1124-1140.

•Blakemore, Sarah-Jayne and Choudhury, Suparna. 2006. "Development of the adolescent brain: implications for executive function and social
cognition."Journal of Child Psychology and Psychiatry, 47:3-4, March-April 2006.

•Meuter, R. F. I. & Allport, A. (1999). Bilingual language switching in naming: Asymmetrical costs of language selection. Journal of Memory and
Language, 40(1), 25-40.

onlinelibrary.wiley.com/doi/10.1111/j.1469-7610.2006.01611.x/abstract

•Calvert, Sandra. 2010. "Multitasking." Multitasking Seminar Memo, The Joan Ganz Cooney Center at Sesame Workshop. •Meyer, D. E. & Kieras, D. E. (1997a). A computational theory of executive cognitive processes and multiple-task performance: Part 1. Basic
mechanisms. Psychological Review, 104, 3-65. Calvert_MultitaskingMemo.pdf

•Foerde, Karin. 2010. "Neural correlates of performance after learning in dual or single task environments." Multitasking Seminar Memo, The Joan •Meyer, D. E. & Kieras, D. E. (1997b). A computational theory of executive cognitive processes and multiple-task performance: Part 2. Accounts of
psychological refractory-period phenomena. Psychological Review, 104, 749-791. Ganz Cooney Center at Sesame Workshop. Foerde_MultitaskingMemo.pdf

•Monsell, S., Azuma, R., Eimer, M., Le Pelley, M., & Strafford, S. (1998, July). Does a prepared task switch require an extra (control) process
between stimulus onset and response selection? Poster presented at the 18th International Symposium on Attention and Performance, Windsor Great Park, United Kingdom.

•Giedd, Jay. 2012. "The digital revolution and adolescent brain evolution."Journal of Adolescent Health, 51:2, August 2012.
www.jahonline.org/article/S1054-139X%2812%2900221-2/abstract

•Ophir, Eyal et al. 2009. "Cognitive control in media multitaskers." Proceedings of the National Academy of Sciences, 106:37, September 15, 2009. •Monsell, S., Yeung, N., & Azuma, R. (2000). Reconfiguration of task-set: Is it easier to switch to the weaker task? Psychological Research, 63,
250-264. www.pnas.org/content/106/37/15583.short

•Rosen, Christine. 2008. "The myth of multitasking." The New Atlantis, No. 20, Spring 2008. •Monsell, S. & Driver, J., Eds. (2000). Control of cognitive processes: Attention and Performance XVIII. Cambridge, Mass.: MIT Press. •Shah, Priti. 2010. "Media multitasking: The role of experience and practice." Media Multitasking Seminar Memo, The Joan Ganz Cooney Center at •Rogers, R. & Monsell, S. (1995). The costs of a predictable switch between simple cognitive tasks. Journal of Experimental Psychology: General,
124, 207-231. Sesame Workshop. Shah_MediaMultitasking.pdf

•Rubinstein, J., Evans, J. & Meyer, D. E. (1994). Task switching in patients with prefrontal cortex damage. Poster presented at the meeting of the
Cognitive Neuroscience Society, San Francisco, CA, March, 1994. Abstract published in Journal of Cognitive Neuroscience, 1994, Vol. 6.

•Wallis, Claudia. 2010. "The impacts of media multitasking on children's learning & development: Report from a research seminar." The Joan Ganz
Cooney Center at Sesame Workshop. multitasking.stanford.edu/artifacts.html#finalreport

•Rubinstein, J. S., Meyer, D. E. & Evans, J. E. (2001). Executive Control of Cognitive Processes in Task Switching. Journal of Experimental
Psychology: Human Perception and Performance, 27, 763-797.

•Yeung, N. & Monsell, S. (2003). Switching between tasks of unequal familiarity: The role of stimulus-attribute and response-set selection. Journal
of Experimental Psychology-Human Perception and Performance, 29(2): 455-469.

•Multitasking May Not Mean Higher Productivity. (2009). Talk of the Nation, National Public Radio. Found online at http://www.npr.org/templates/
story/story.php?storyId=112334449

•American Psychological Association. (2006). Multitasking: Switching costs. Found online at http://apa.org/research/action/multitask.aspx

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©Peter Saddington - Action & Influence, Inc. www.myai.org

What does Action & Influence do?
AGILE  TRANSFORMATION  SERVICES
Please  contact  Jenny  Mintz,  VP  of  Talent   for  any  staffing  needs: -­‐  Looking  for  a  new  opportunity -­‐  Looking  for  candidates  for  your   company jenny@myai.org
404.788.4092

©Peter Saddington - Action & Influence, Inc. www.myai.org

Some Action & Influence Customers

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1, 2, 3, 4 Steps to Agility - Let’s Get Started
1.We  oNen  start  with  training  your  teams  and  enterprise     i. Agile  Execu2ve  Training ii.ScrumMaster  and  Product  Owner  Training   iii.Team  Training 2.From  there  we  begin  an  Agile  Maturity  Survey  of  near  term  and   long  term  goals  (oNen  takes  3-­‐9  days  depending  on  scale) 3.We  then  assign  a  coach  for  short  (3-­‐months)  to  long  term  coaching,   consul2ng,  and  mentoring  based  on  the  survey  results   4.We  create  a  sustainability  plan  for  growth  and  success  of  Agile   within  your  company

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Adoption at Scale

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What You Get with Action & Influence
On-­‐site  coaching  for  teams Cultural  Survey Agile  Maturity  Survey Success  Metrics ROI  of  adop2on Agile  Porgolio  management   Risk  management  of  projects Agile  planning  at  scale Customer  Interac2vity  Cycles Using  feedback  to  increase  IRR Increase  quality Agile  innova2on  cycles On-­‐going  training Assistance  in  recruitment  of   team  members Execu2ve  coaching   And  more

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Connect with Us
The  only  Agile  Cer9fica9on  Consultancy  in  Atlanta   with  a  local  Cer9fied  Scrum  Trainer
oAgile  Training  &  Consul2ng oAgile  Talent  Placement  &  Recrui2ng oAgile  Team  Science  Cultural  Plagorm

oPeter  Saddington  -­‐  MDiv,  Cer9fied  Scrum  Trainer
o peter@myai.org o 404.669.6662

oJenny  Mintz  -­‐  VP  of  Talent
o jenny@myai.org o 404.788.4092
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