Do you always take the stairs? How to use your growth mindset to build smarter scrum teams and organisations

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by Jen Miller This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them. The concept of a Growth Mindset gained real visibility with Carol Dweck’s research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the ‘Growth Mindset’. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.

Business

Growth Mindset
Building smarter scrum
teams and organisationsPresenter: Jen Miller
Head of Product for Citadel Group

My hope
What’s exciting, is what happens
next…
You recognise your mindset and the
mindset of those around you
You apply things you learn in your
scrum teams and organisations

Beliefs
A particular what of thinking
A person’s attitude which
influences a situational response
What is
Mindset
5

Fixed Mindset v
Growth Mindset
Talent and
intelligence are
developed
Effort is valued and
leads to mastery
Feedback is welcome
and is vital for
learning
Talent and
intelligence are fixed
Challenges aren’t
taken to avoid failure
Feedback isn’t sought
as to not highlight
flaws
6

The Growth
Mindset and
Scrum
Idea
Action
Reflect
Adapt
Importance of working on mindset
in your scrum teams and
organisations

How having a
growth mindset
helps build good
scrum teams
and agile
organisations
8

My Story
Fixed to Growth Mindset
Childhood
experiences that
influenced me
Learnings that
evolved me
Experiences which
moulded me
9
 Believe In NotYet – be resilient, be
curious and keep learning
 Be an ally, not a judge of others
 Absolutely value the outcome, just
value the effort to get there too!

It takes effort, practice, and
reflection and more practice to
build scrum skills
Training is
imporant,
but
practice is
invaluable
10

But don’t fall into the False Growth
Mindset trap!
Value Effort
11

Resilience
Learning, taking responsibility and
not giving up
Source: https://youtu.be/U4VxVoYvqOw
12

TimTebow, 2008
‘I just want to say one thing.
To the fans and everybody in Gator Nation, I'm
sorry, extremely sorry.
I promise you one thing, a lot of good will come
out of this.
You will never see any player in the entire
country play as hard as I will play the rest of the
season, and you will never see someone push the
rest of the team as hard as I will push everybody
the rest of the season, and you will never see a
team play harder than we will the rest of the
season.
God bless.’
13
The
Promise

Growth mindset is taking
responsibility
Fixed mindset is making excuses
who it couldn't/didn’t happen
Take
responsibility,
don’t lay
blame
Do
Don’t
14

Don’t be biased to what you
already know
Don’t just think different, act
differently
Create a ritual of asking ‘WHY?’
Experiment
15
‘It’s not that I’m so smart, it’s just that I
stay with problems longer.’ Albert Einstein

Be purposeful to the outcome
Value the learning along the way
to achieving it
Outcome
over Output
16

The Mindset to keep wanting to
get better is what keeps us
learning
Believe in
Not Yet
17
When the world says, ‘Give up,’ Hope
whispers, ‘Try one more time.’ -
anonymous

Establish a ‘it’s safe to learn’
practice
Find the FUN in learning
Fail successfully
Find the
courage to
fail, not fear
to never try
18

Seek
constructive
criticism not
affirmation
Be an ally, not a judge when
learning and trying new things
19

My work here is never
done.
I'm always seeking to
learn more from others
and the world around meThank you!

If nothing else!
Remember
this
22
Believe In NotYet – be
resilient, be curious and
keep learning
Be an ally, not a judge of
others
Absolutely value the
outcome, just value the
effort to get there too!

References
To learn more these are the key
references used
Image credit: https://pixabay.com/
Article sources: https://hbr.org/
https://www.forbes.com/leadership/
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by Dave Bales This presentation aims to raise awareness that default Product Ownership (that uses only ordering and prioritising PBI’s) is not enough to be successful. A higher level of consciousness is required to appreciate the challenges and dynamics of the work at hand. Devising evolutionary strategies to cater for the undercurrents, changing landscape and the opposing dynamics in the product and its backlog, may help to tip the balance in favour of being more successful. Project dynamics can include: Releasing a new insurance app to millenials on a smartphone platform. The challenge with this is that more customer testing and an exploratory approach of how milenials think will be required, hence each sprint goal may include working toward a customer testing objective; A compliance risk project where compliance objectives are static. How those objectives are satisfied is variable, hence an evolving strategy to use an iterative approach is to be considered. The first iteration would be to neutralise the compliance risk, starting with a manual process. Successive iterations would then be run by automating and adding more value; An integration risk project, where a central framework has to integrate with several other systems. An evolving strategy would focus on setting sprint goals to achieve integration, as well as regression testing objectives to neutralise the integration risk early

Art of Product Ownership vs. The Conveyor Belt Approach

Scrum Australia Pty Ltd

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