John Nolan & Rachel Davies
description
Transcript of John Nolan & Rachel Davies
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
John Nolan & Rachel Davies
Exploring Motivation
Individuals and Collaborative Teams
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Session Overview
• Slide Presentation [30 mins]– To introduce the topic + examples
• Time for:– Stories + brainstorm [25 mins]– Group working [95 mins]
• Exploration using influence charts• Process pattern mining• Write up conclusions
– Feedback [25 mins]
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Exploring Motivation This workshop sets out to explore the impact
that development process can have on the motivation of individuals
Issues:–Reward schemes can intefere with
collaborative working–Recognising individual contribution in highly
collaborative teams–Understanding why individuals may resist
agile methods
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Agile Methods
• Collaborative teamwork is essential for Agile Methods characterized by:– Face-to-face communication vs written word– Adaptable all-rounders vs specialists– Self-managing teams vs hierarchies of
authority
• What does this mean for individuals in Agile teams?
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Experience with XP
• XP practices makes it hard to recognise individual contribution: Pair Programming Collective Ownership Refactoring
• “Where's my code gone?”• For example...
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Bus Factor +ve• XP practices combine to protect the team
against the Bus Factor:– “What happens if a Developer gets run over by a
bus?”– XP teams can carry on because:
• Software is released daily• Someone paired with them yesterday• Collective ownership• Coding standards
–Good business practice• Management not held to ransom• Developers can go on holiday
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Bus Factor -ve
• Leads to Developer insecurity:– “How can I be special?”– “When do we get to do then fun stuff?”
• Broken Windows:– “Someone else will fix it”
• Management Angst:– “How do I motivate and reward without breaking the
magic?”– “How do I do pay reviews?”– “How do I promote/reward/incentivise, as I can't
measure individual productivity as I used to”
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
How does it feel?
• In practice, the team can start to feel like a “Borg Collective”– No individual recognition– Less personal control– Just part of “the codin' machine”– Deliver, deliver, deliver....–Where's the learning? Big leaps?
Individuality?
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
How do we motivate Agile teams?• Agile Manifesto (2001):
– Values “Individuals and interactions over processes and tools”•Saying they're important isn't enough! •How do we do this?
• Techniques:•Traditional Reward Schemes–money, praise, food, etc
•Alternatives?
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Punished by Rewards• Rewards are “Do this, and you get that” • “Punished By Rewards” by Alfie Kohn:
– Questions behaviorism (Skinner)– Effective at producing temporary compliance– Ineffective at producing lasting changes in
attitudes or behavior– About two dozen studies from the field of social
psychology conclusively show that people who expect to receive a reward do not perform as well as those who expect nothing. This result is more dramatic when creativity is involved
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Influence of RewardsRewards punish
– Non-compliance, manipulative, not disimilar to punishment, “Do this or here's what will happen to you”
Rewards rupture relations– excellence depends on teamwork, but the competition for
rewards destroys cooperationRewards ignore reasons
– incentive plans offer a one-size-fits-all answer that ignores the causes of productivity issues
Rewards deter risk-taking– Take the easy option to achieve the reward, rather than
creative problem solving that may have longer term valueRewards undermine interest
– Loving what you do is a more powerful motivator than money or any other incentive
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
How important is money?
Research shows that money is not rated no.1 by knowledge workers:
“Numerous studies have shown that when people are asked what is most important to them about work, the top answers are factors such as interesting work to do, or good people to do it with, or a chance to have some say about what one does.” A.Kohn
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Reward Schemes
• Do rewards motivate people? –They motivate people to get rewards.
• Research indicates Reward Schemes have a negative effect on:Team collaboration Intrinsic motivation of individuals
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Kohn's solution
• Three C's of quality: – Content refers to the job's tasks. To do a
good job, people need a good job to do.– Collaboration means they should be able to
work together in effective teams. – Choice means workers should participate in
making decisions about what they do. • Sounds familiar? Very similar to Agile
attitudes...but how do you put it into practice?
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Alternatives
• Some examples– From our own experience
• Then you get to do the work...– From your experience
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Gold Cards (Content)• People need to own something, Gold
Cards with “Show & Tell” to whole team helps:• A Gold Card is reserved time for learning
and exploration ["XP Perspectives" 2002]• Implementation at Connextra• Index Card with a gold star on it!– Entitles 1 day of work on new ideas– 2 cards per month– Developer chooses when to use them– Demonstrated at weekly “Show & Tell”
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Retrospectives (Collaboration)• Regular Retrospectives give individuals a
place to talk and more control over the way they work as a team.
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Work Allocation (Choice)
• Morning Stand-Ups–People self select tasks and form
pairs based on previous work and preference–Team leads only step in where
problems arise• “Let people figure out the right thing to
do, and then do it. Let people be creative.” OOPSLA’02
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Business Advantage
• This is not philanthropy the business advantage is:– Retention means lower training/recruitment
costs– Skilled staff that know their domain–Motivation leads to effectiveness
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Background Reading
• “Punished By Rewards” by Alfie Kohn• ““Intrinsic Motivation at Work” by
Kenneth Thomas• “Slack” by Tom DeMarco• “XP Perspectives” collected papers
includes Gold Cards
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Useful Links
• Ward Cunningham's wiki– http://www.c2.com/cgi/wiki?
ExtremeProgrammingRoadmap– Extreme Tuesday Club, XTC– http://www.xpdeveloper.com– Agile Alliance– http://www.agilealliance.com
• Aflie Kohn– http://www.alfiekohn.org
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Appetizer• We invite you to share relevant stories
with the session group, to kickstart a brainstorm session to draw out factors affecting individual motivation in software development.
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Group Working (1)
• Divide into work groups• Each work group will select a
development process (e.g. RUP,SCRUM,XP,OSS,Lean) and based on your experience work on drawing influence charts showing factors impacting motivation in the context of this process• Each work group presents their charts to
session group
© Connextra 2001: delivering the right information to the right people at the right time© eXtreme Tuesday Club 2003
Group Working (2)
• Cross-pollenate work groups• Pattern mining• Each work group presents their output to
the session