About this Case Study
This case study draws from several years of observing software delivery teams and the organisations that they worked within. It integrates a psychodynamic perspective of group work with material from the knowledge creation and sense-making schools of thinking. The results of the observation, including a proposed framework, were submitted as part of a master's thesis.
The case study will look at a proposed spectrum of behaviour that ranges from overt attempts to shut down the flow of information in an organisation to the seemingly messy knowledge creation activities found in group work. The session will focus on ways to work with these different dynamics.
This case study will offer you:
- a proposal for a rudimentary framework for assessing the flow of information within an organisation
- actions for reducing information friction and facilitating greater information flow
- actions for improving your observation techniques
- some of the theory that supports the framework
About the Speaker
John Young is an executive and team coach. He helps leaders and organisations transition into the effective use of agile and lean start-up practices. His clients are primarily in the financial sector, but now include VCs and early stage entrepreneurs.
John has conducted research and led workshops on the relationship between strategy, organisational change and agile initiatives. Most recently he was facilitating an agile transition at Deutsche Bank.
He is an alumnus of INSEAD’s Executive Master in Consulting and Coaching for Change (EMCCC). He is developing a programme for early and mid-stage entrepreneurs that integrates agile and lean start-up practices with material from the EMCCC programme. His writings on leadership and strategy can be found in INSEAD Knowledge. His work has also been published through INCOSE's agile systems working group.