Agile that scales
Team trust, change and new organisational shapes.
A half day on agile at scale: trust and psychological safety, collective intelligence, appreciative inquiry, change at scale, scaling frameworks, governing and funding agile work, self-management and agile in public services.
- Level
- Explore
- Learning time
- 5 hours 30 minutes
- Where
- Strategy and the future
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Senior leaders, programme sponsors and board members overseeing change and digital work in public services
Overview
When many teams must work as one, the hardest problems sit at the joins between them. Completing Built to adapt, this half day begins with trust and psychological safety, drawing on Amy Edmondson's hospital study, and collective intelligence, from the hidden profile problem to the WHO Surgical Safety Checklist. It turns to change through appreciative inquiry and the Wigan Deal, and change at scale with Lovallo and Kahneman's outside view and Birmingham's Oracle system. Scaling agile tests the Spotify model against its critics, then governing and funding draws on Beyond Budgeting. It ends with Laloux's teal organisations and agile in public services, including the NAO on Universal Credit.
Aims
The course exists to help leaders build trust that lets bad news travel, start change from what already works, reduce dependencies before adding coordination, and govern adaptive work in a public setting so that accountability and learning pull in the same direction.
In summary, you will be able to:
- Apply closed-loop communication, SBAR and a short team huddle to get information moving in your team.
- Use the outside view and the NAO's four root causes to review a business case or a programme in trouble.
- Plan board assurance that moves from checking the plan towards testing value, using outcome roadmaps and quarterly reviews.
What you'll develop
Across this Explore, you will develop the ability to:
- Explain Edmondson's definition of psychological safety and use the standards and safety matrix to place your team.
- Explain the hidden profile problem and why groups tend to lose information that only one member holds.
- Describe the 4-D cycle of appreciative inquiry and assess when it produces transformational rather than merely positive change.
- Use the NAO's four root causes of scope, planning, interdependencies and oversight as a health check on any programme.
- Explain why the hard part of scaling lies in the joins between teams, and identify the four forces of dependencies, shared platforms, funding cycles and hand-offs.
- Explain why an annual budget for uncertain work fixes scope too early, and compare project funding with funding stable teams and products.
- Distinguish the old operating system built for predictability from the new one built for adaptability, and judge whether a rule in your team is necessary or simply inherited.
- Explain how public services can learn early and safely, using the Double Diamond and the discovery, alpha, beta, live and retirement lifecycle.
Built from 8 modules.
5 hours 30 minutes of learning.
- 01Trust and Psychological SafetyTeam Development37 min
- 02Communication, Information and Collective IntelligenceTeam Development39 min
- 03Engagement, Participation and Distributed ChangeLeading through Change and Conflict40 min
- 04Change at Scale: Programmes, Technology and ReorganisationLeading through Change and Conflict40 min
- 05Scaling Agile: Frameworks, Fashions and the Spotify StoryAgile and New Ways of Working40 min
- 06Governing, Funding and Planning Agile WorkAgile and New Ways of Working40 min
- 07Self-Management and New Organisational FormsAgile and New Ways of Working40 min
- 08Agile in Public Services: Standards, Service Design and WalesAgile and New Ways of Working41 min