Sandra, one of the product owners, explains her point of view, Serge listens intently as facilitator

Now, lets' hear the second group of product owners, with their position

Nicole and I thought it would be fun do design a simulation game around facilitating retrospectives. At first we came up with a sort of board game, but after some brainstorming we thought a role-play would work better – our board game was turning out to be a bit too simplistic for our taste.

These are the benefits we proposed for our session at XP Days Benelux 2009, November 23/24:

• Learn new techniques by applying them to a simulated real world situation
• Experiment with techniques you already know – do something different with them
• Hold an emergency retrospective to ‘get to the bottom of it’ and come up with sustainable solutions quickly.
• Get some fresh ideas to do group reflection on emergency situations and longer timespans

At XP Days we have an hour and 45 minutes, for the try out at Agile Open we decided to see what we could do in a 60 minute timeslot to get as much feedback as possible on our game ideas. For the XP days version we were thinking about playing two simulation rounds, in which the participants get to deal with a) facilitating during an emergency situation and b) facilitating a retrospective over a longer period (weeks or months).

We were most curious about facilitating in an emergency; what we expect to learn from these simulations as hosts is observing facilitators ‘in the wild’ under controlled conditions and seeing how they behave, and what techniques work in which circumstances (we have our preferences, but they do not necessarily end up in the simulation). For the longer-term retrospective part we still would like to do a trial run. contact me if you’re interested in hosting it.

Therefore we designed a role play that happens in a Bank, something went terribly wrong and after the facilitator comes in on a monday morning he or she is asked to facilitate a ‘hero retrospective’ : find out what went wrong quickly and get the group to agree on some actions.One or two participants play facilitator, while the other participants play roles like product owners, helpdesk boss, development team and systems administrators. We give everybody an overview of the situation, and then each role receives an envelope with a more detailed description of what happened from their point of view. This leads to a group situation where everybody has partial information, so one of the challenges for the facilitator is to surface all the relevant information quickly. (I won’t say much more, because I fear that would spoil the simulation in case you come and play it…)

We creatively brainstormed the situation and roles based on our own experiences. And it worked. One of the players asked me ‘does this happen?’ about something that I experienced during a meeting; some of the assignments and poses of the roles seem far-fetched, but things get political when people have to divide resources, and as a facilitator you’d best be prepared to not be surprised about that

You might say ‘that is not a retrospective’, and you may be right; that is something that we want the participants to figure out and discuss in the debrief. And at Agile Open they did. Participants found that for effective facilitation you need to find a technique and style that fits you, the participants and the context. Some ‘participants’ preferred a ‘businesslike’ style, focused on only content, while others seemed to prefer also getting the mood of the people on the table.

In writing this sounds like knocking down an open door, but the emergency role play was pretty intense, with at least one facilitator behaving differently from his own expectations. We really did manage to create a stress situation .

Now we have to pick up the pieces and figure out what to do next with the simulations and the workshop. The participants gave us a good amount of useful feedback. The roleplay worked well, so we are going to keep that, but how to fit it into an overal workshop seems to, ehh, depend . We introduced two techniques before the simulation, and encouraged the facilitators to use one of those two. Next time we may only chose one, and see how that compares between groups, or alternatively (especially in an in-house course where we have more time), start out without a specific suggestion, roleplay and learn from the debrief, maybe explain a technique and try again, and see what difference that makes.

In reviewing the session for XP Days, Pierluigi Pugliese suggested we add observers to the list of roles, and give them specific instructions. That seemed to work well.

Jorrit shares his observations with the group

Since we are operating a kind of pull system for workshops, we asked ourselves beforhand: what do we want to learn from the try-out (does the simulation work? This is the first roleplay I helped create.), and what is the least amount of work we need to do to get that feedback. Therefore we created all the role descriptions in dutch…

Deborah Preuss wanted to participate, and while she speaks and understands a couple of languages, dutch is not among them. So we improvised and gave her, as an observer, the task to observe and interpret body language. Because of this the players learned about the effect of finger pointing, and that they were doing it without realizing it… The debrief was interesting. Deb noted that at some point several players’ body language indicated they knew enough and were finished with the discussion.

Deborah observes body language of one group

From the players’ perspective that was partially true: some of the players were finished with the discussion, not because they were satisfied, but because they realized they had nothing to gain by the meeting, as their concerns went unheard (and unacted upon).

For those of you who asked me what Retrospective Hero was, and what it was about, I hope this cleared it up a bit. I welcome your questions and suggestions. For those of you who participated or observed, we’d love to know what you feel about the game after a few weeks.

In any case, we hope you join us at XP Days Benelux 2009 to experience the extended version

The Trousers of Reality Book Cover

Barry Evans works as an independent consultant and writer, and is based in France and the UK. I met Barry a few years ago at Agile Open in Belgium, when he was working as a senior coach in BT’s large-scale Agile introduction. Now we’ve done an interview to find out more about his new book “The Trousers of Reality”.

Willem: So Barry, When did you start thinking about writing a book?
Barry: I have always been a writer. I come from a literary family and it was always something I wanted to do..
Willem: what triggered you to write this one?
Barry: I started writing this book when I realised I had something to say and I had enough life experience behind me.
Willem: what experiences in particular inspired you?

Barry Evans

Willem: In your book, you discuss a number of techniques, besides Agile also NLP, Systems Thinking and the Theory of Constraints. How do they help to improve business and private life?
Barry: I talk about things like NLP because it allows us to communicate better – this is useful everywhere.
NLP in particular concentrates on seeing the other persons point of view – it is not hard to see how this skill is useful talking to both your colleagues and your significant other.
Willem: indeed.
Barry: As you get good at it in one situation you must get better at it in all others – it is a skill that takes constant practice.
Willem: like playing the piano, programming, or writing….
Barry: Funny you should mention that – I use almost the same example in the book.
Willem: I swear I haven’t read it yet:). I’ve just been thinking a lot about deliberate practice recently.

Barry: When I looked at Agile and my experience as an Agile coach I realised that what Agile was doing most was clearing the lines of communication and trying to get rid of presuppositions on every side.
Willem: so that fits nicely with NLP then.
Barry: NLP is concerned with just that and has proven tools, so I said to myself – why reinvent the wheel.

Willem: that makes sense.
Barry: It also fits into systems thinking which shows how things are interrelated. You need to be able to see outside your job, categorisation, sphere of influence, interest, skill-set though.
Willem: yes, and that is a hard soft skill to master.

Barry: When I started looking at these things I noticed that they all had an intersection point and that interested me greatly.
Rather than the ceremony of Agile I started to ask myself why does it work and isn’t it interesting that other things that work all seem to intersect at a subset like a huge Venn diagram. In this intersection I started to find things that worked everywhere – therefore back to the work/life thing.
In fact that started to be my litmus test. The things with real value tend to work across borders of every kind or they are parlour tricks with limited shelf life.
Willem: so how do you distinguish one from the other?
Barry: In my experience with Agile and software development I began to realise that too much was being hung on which tribe you belonged to. Tribalism is the great enemy. My mission with the book is to tell people that whatever tribe you think you belong to that there are things that just work and it is power to understand why they work.
Just clinging to a tribe will leave you out in the cold sooner or later – it blinds you to what is really happening.
Ritual and ceremony were the target of Agile and they seem to have crept in under the door again – I want to call it before it is too late. Indeed NLP has the same problems and the same solutions. Understand the principles and why you are doing what you are doing…. If you really understand it you can turn it into a process for convenience; but you must know when and how to change that process.

Willem: how do you distinguish people who follow “the rules” by rote from those who genuinely want continuous improvement?
Barry: Well the quick answer is experience. It is also trust. If you are a business you hire people who genuinely know what they are doing and who are not afraid to tell you home truths. There is no lazy way out.
There are thought leaders and professionals who are clearly interested in making things work. Identify them. It is also important to develop your own ability to distinguish – based on experience and knowledge. I say in the book to beware the “One Truthers”. Look for flexibility and things that work in variety of environments. Be suspicious of spin and hyperbolic claims. In the end it comes down to Einstein’s advice – Everything should be made as simple as possible, but not simpler. Whereas Occam’s tool was a razor – Einstein uses a vice to similar effect.

Willem: The one topic you cover in the book that we haven’t discussed so far is the Theory of Constraints. How does that fit into all this?.
Barry: There is a chapter in the book called “The Key”. It explains what these things are and ties them together. Essentially TOC allows you to examine cause and effect and is a tool to work your way out of assumptions and constraints.It is great for helping you to understand your current reality so you can start to step up into systems thinking.

Willem: what have you learned from writing the book?
Barry: That writing books is great fun and marketing is hard work. Of course I did a lot of research and as I said in the book the real secret to life is to keep learning. It opens possibilities and opportunities. This is the great thing about what we do if we are involved in IT – we keep pushing our own boundaries of knowledge and what we think is possible.
Willem: yes, that is what got me into IT in the first place. Marketing folks would say that marketing is fun and writing a book is hard work, though .
Barry: Part of the secret of managing people is realising that what you like to do, or do not like to do, does not necessarily map onto other people. You must have empathy but at the same time realise the others feel differently to you. It makes it fun to work with people you do not understand, when you see that lack of understanding as a new model of the world to learn about. And you can be delighted that there is always someone out there you can work with who will like to do the things you do not – great teams are made of this sort of interaction.

You can find out more about Barry Evans and this book at The Trousers of Reality’s website.

It has behooved the XP Days Benelux conference to allow playing of devious political games in its program. Join Emmanuel Gaillot and me on November 23 or 24 so that you can (re)find the (dirty?) politician in you.

“Cheney Satan ‘08″ by futureatlas.com

Photo found through Photo Suggest

(Well, you don’t have to get as dirty as the photo suggests, but you will have to put up a fight for your cause )

We will play politics – in a game you will represent a political faction that tries to get an alliance of agilists to spend money the way you prefer.  Convince others to vote for you so you can carry out your program, or choose another party to do what you want for you… Will you be trying to convince the voters to spend money on conference organization, advanced agile research, business 2 business schmoozing, or something else entirely?

After playing the game we will debrief our experiences and draw parallels with everyday work. It may be that you are already aware of the politics around you.  In that case the game can help you understand more about your behaviour.  It may be that you believe your work has nothing to do with politics.  Think again… it may be that you are a “spoiltician” – someone who has “delegated” that dirty politics to others (e.g. your boss . This game will show you how political many common project decisions are. Whether you care about corporate politics or not, they have an impact on your worklife. Regardless your status, be it an opinion leader, a reckless reformer or “just a programmer” in the silent crowd, this workshop is for you!

Benefits:

• Learn when politics happen
• Get a better grasp at why politics happen the way they happen
• Experience your own behaviour and that of others – it is the situation that is politically charged more than you
• Try out various political strategies and safely observe their possible outcomes
• Have fun!

In case we haven’t convinced you to join, maybe we can offer you a bribe or a kickback? (In case you are american, we may also have some pork available for projects in your home state, to be executed by the companies you love )

Agile Politics Workshop, November 23 or 24, XP Days Benelux, Mechelen

The source has a 15 point list of things to pay attention to when listening. That’s a bit much when you’re in a frustrated or other emotionally charged state and looking to cool down… However, there is always the old ‘no silver bullet’ to give you some hope to get started:

[..] developing quality listening habits. There is simply no silver bullet for doing this. Countless studies have shown that NOT using old habits atrophies the neural net that produces the habit and REPETITION develops new neural nets that create new habits. So the first step is to bring cognition back into the picture.

snowshoe hike at Mt. Rainier by Troy Mason

photo found through Photo Suggest

Some of these things I already know in other forms, but it doesn’t to hurt to see similar things worded differently, it makes it stick better with me under stress. Creating new habits is something that works, even for a hard skill like communication. It ‘just’ takes lots of deliberate practice. And mistakes learning from events is part of the ‘fun’.

Be aware that the list from the source is a list of habits, numbered lists habitually give me the impression of a series of prescribed steps…

Habit 1) “establish your motives upfront” was working for me, more or less. Since I had debated this before I ‘just’ needed to establish whether my motives had changed. It seems my motives for my opinion have not changed, I’m just not sure whether I am as motivated to participate in the discussion again.

I got that from examining habit 2) “Be present” I just could not get myself to be present and stay on the game. If I had been a little more present earlier, I could have followed the suggestion:

If you have pressing needs it may make sense to jot them down quickly so that your mind is not trying to “remind” you to deal with them.

Trouble was, I had plenty of time and no pressing needs on a sunday. So I procrastinated jotting stuff down. Staying around the house with a continuing cold, a lack of sleep that won’t go away. Well, that explains why I was not present… I also felt a burning desire to write, and I  haven’t felt that in a while… Maybe it was just fever

Didja Ever Have One Of Those Days . . . also published as ‘Let Sleeping Dogs Lie’ by Faith Goble

photo found through Photo Suggest

Of course, all of these habits are interdependent. I was experiencing lots of emotional spiking, and was not prepared (4. be prepared for emotional spiking).

Emotional spiking is the result of the introduction of an emotion that is relationally dissimilar to your present state due to the conveyance of emotionally stimulating content or verbiage. This is unique to each person and can really be represented by everything under the sun. Cursing, certain value thresholds, particular subject matter such as sex or violence, etc… The key is to know your own hot buttons and MENTALLY PREPARE yourself with respect to how you will handle them if they arise

Emotional spiking is a strong indication that I’m not being fully present. I’ve been told that people who have been trained to kill go for a walk when this happens – an unpredictable action by a well-trained killer can be lethal…. David explains the reason for this:

The spike in emotion is your body preparing you for protection because it thinks it is in danger and the result, as of that moment, is unpredictable. So it fires up the engines to get ready for the worst.

There is a solution, but that takes lots of training. By now I’ve learnt that through training I can generate the results I want in more situations. However I expect there will always be situations in which I can not. I ‘just’ strive to reduce them. This is one of the ways it can work:

By mentally rehearsing how you will handle any of these situations, you can and do INSERT predictability into that scenario and your subconscious will go easier on the hormone release and cooler heads will indeed prevail.

What works for me is talking to another person (say, my triad or my partner), that usually helps to get some perspective.

A drunken view of a Sydney apartment block by Ian James Grant

photo found through Photo Suggest

If and when I did something unpredictable, I reflect on it with people I trust. I can then use the experience from previous situations constructively.

I took lots of breaks. Watching the judo world championships (I don’t watch sports normally) on tv. Habit 15) seems to be working for me:

Keep a clear channel – Breathe, focus and take breaks if necessary. Realize that your mind is going to be working very diligently and frantically during a prolonged discourse. Keeping a clear head can become increasingly difficult as time wears on.

Applying habit 12) Constantly seek rapport online is still a puzzle for me. It might be why I shy away from contributing to mailing lists for instance. Commenting on weblogs and responding to comments here seems doable. The space seems more confined and most people I write to I’ve met in person. Twitter seemed to provide that for me as well, but it might be more treacherous than I thought at first…

Without good rapport you will only receive inhibited information with a ton of gaps, so constantly seek to establish and keep rapport.

On to habit 11) Seek effectiveness rather than validation. It may be that in social media the balance between effectiveness and validation is different than in other ‘media’ (e.g. face to face). This seems like kicking in an open door (I’ll have to look up the british or american equivalent of that dutch saying later..), but doing is easier than knowing…

[...] Realize that it is OK to be wrong, we all are at one time or another. By seeking to learn and grow rather than win a pyrrhic victory at all cost you will exponentially improve your communication effectiveness and the quality of your life.

I’m curious what your strategies and experiences are for dealing with (online) debate, or if you’re attracted to some of the listening habits I did not mention. I was bad at listening for quite a while, but I seem to be improving. One habit at a time.

We chose the theme ‘my method is bigger than yours… or is it?’ because it seems that as this agile software development thing goes mainstream more and more people lose sight of what we perceived was one of the underlying goals of the Agile Manifesto: get continuous experimentation and learning going by developing software and helping others do it across communities – hence the signing by people involved in all ‘lightweight’ methodologies at the time. We like the Named clouds meme and hope it spurs some discussions.

Even if this theme does not speak to you, come to Agile Open Holland anyway – anything goes, and new cloud formations are likely to form during the conference. Named ones in the sessions and the hallways, unnamed ones in the sky (we do hope the sun shines most of the time though..).

And even that is not enough. Systems thinking for me is one of the tricks we can use to get people to create a whole systems perspective -together- . And then the people present also have to be able to carry out the interventions they find.

Sitting in a room and inventing interventions for others to carry out is not my cup of tea.  I have done some management consultancy in the past, with and without systems thinking. It was difficult to make change stick, even when we interviewed a representative number of people to create a broad enough perspective. I guess it was because it was us, internal and external consultants, who made the final picture, collected data and suggestions, and then make some of our own. That meant not all suggestions and systems pictures were ‘owned’ by the people who were supposed to try them out… These days I would do something like that differently; for instance by organising an open space and targeted workshops, where all of the results are created in the room. Reports, if any, are made by the participants and/or are merely a textual summary of what was said during the workshop, with diagrams that were created on the spot.

Jurgen writes:

“With his book Complexity and Management Ralph Stacey convinced me that top-down systems thinking is a management fad. Weinberg’s diagrams may be useful to understand communication problems in an organization, but managers shouldn’t think these diagrams can help them solve those problems. Managers cannot directly control a social system by adding or removing relationships, nor by enabling or disabling communication. Managers are part of the system themselves, and communication simply happens. They can draw circles and lines until their fingers turn blue, but diagrams will never properly represent what happens on and off the work floor.”

Diagrams of Effect and other systems thinking tools have helped me most when I applied them with my peers on things that we had influence over. Note that influence is not control – the quality of ‘improvements’ we imagine have to be judged by their effect. So how do you get to properly represent what happens on the work floor?

Invite the “work floor” with their managers to tell stories and create diagrams plus possible improvements together.  We have been experimenting with systems thinking in technical training. In an object-oriented design training last week the developers invited a senior manager to the systems thinking part of workshop. In a short time many stories were told, diagrams were drawn -together- and possible improvements were identified.

We are busy articulating why we believe this approach works. I hope to post soon on how this seems to work, and how we arrived here. In the meantime, we’ve published our first technical training that includes participants doing systems thinking (managers are invited too, of course ) besides programming and design excercises.  We have incorporated forms of systems thinking in our explanation. It seemed to help in and now we are taking the next step.

We have good hopes the improvements everyone found in last weeks’ training will stick: the people who have to do most of the work to make it happen were present. That includes the manager. Developers can also draw circles and lines until their hands are blue – it is easy for developers to forget the hard work that goes into seemingly effortless management.

Finally, managers can make things happen that developers’ can’t.  For instance freeing up budget for training, build servers, deciding how new developers are hired and getting customers to talk to each other and to developers. So get everyone in a room, and don’t let them out until they found stuff that could possibly work

“So, why bother?” I asked him.

“I’m productive, but I would like to do it with less stress”. I can understand that. And then I  thought that by thinking about more productivity and less stress, you might achieve they opposite. I’ve met some very relaxed people. Were they thinking about stress? Probably not. Not thinking about stress may be like not thinking about a banana. You’ve probably read about research where they ask people to not think about something a banana, for instance, and it turns out they think more about it when you ask them not to…

Take Getting Things Done, for instance. The book has as subtitle “the art of stress-free productivity”. I have the book, and have tried it a couple of times. To me, it seems to have too many moving parts. Even if you take just one part, it might cause you stress. For instance, Johanna Rothman just wrote how Inbox zero is hard for her. GTD states that you should end every day with an empty inbox.

I tried that a couple of times, and after a while I could not get it to work either. In the mean time, I was stressing about it, worrying that I was not working to the norm I had set myself… Thus achieving the opposite of what I set out to do.

So, before Marc got around to explaining that The art of getting everything done by putting it off to tomorrow, and the main principles are of his shiny new tool, I came to the conclusion that it might be best for me to eat my own dogfood, and apply to myself what I tend to advise to teams these days:

Reflect, find out what works for you and do more of it (and do some experiments every once in a while to see if something else would work even better).

Trying out another methodology would not work for me at the moment, because, I might be worrying if I was ‘doing it right’. Asking if you’re doing it right is often the wrong questions to ask… And following a methodology to a T might give you more stress, and thus less productivity, instead of the other way around.

So don’t think about stress, I wish you a relaxed day!

Marc suggested to do part of the upcoming newsletter as a Temperature Reading, so besides getting some information, our readers also learn a technique, and it helps us structuring our own reflection over the past year. It’s been about a year since Marc, Rob and yours truly sat together after xp days london to discuss closer collaboration with courses and coaching (but still as loosely coupled as possible, because we like our independence).

A Temperature Reading has five questions, the order of which you can vary, depending on the context (see Temperature Reading for explanation and the default order, I’m going to do something different here).

1 New Information

We proudly presented QWAN = Quality Without A Name

We started handing out these rubber ducks at CITCON Amsterdam, for those cases when we are not around to pair (program, brainstorm, reflect, be innovative) with. Talking out loud helps, and ‘rubber ducking’ is a well known technique for this (e.g. Kathy Sierra writes that talking to pets works even better. We came across it the first time in the Pragmatic Programmer ). We chose QWAN as a name, because we are still inspired by Christopher Alexander’s early work on patterns (Timeless Way Of Building) most notably. QWAN is a label for stuff done by Rob Westgeest, Marc Evers and yours truly, often in co-operation with others.

QWAN co-created a bunch of new courses and workshops in 2008: eXperience Refactoring (also with Octos’ Emmanuel Gaillot), Unit Testing Masterclass, responsibility driven design with mock objects, dirty jobs (with Tjakko Kleinhuis), pimp my retrospective (with Topic’s Nicole Belilos), political games (with Emmanuel Gaillot), story testing with Rspec, and a revamped rightsizing your unit tests (and then some that I forgot. This collaboration seems productive, many more than last year it seems. We supported conferences in one form or another, e.g. by sponsoring, as co-organizers or ‘just’ running a session: CITCON Amsterdam, several Agile Opens, XP Days Benelux and London, ESSAP summerschool, Agile2009, AgileHolland.

2 Appreciations

We’d like to thank everyone who participated in our courses, conferences and workshops. Your enthusiasm and feedback helps us to improve and, not least, have fun in our jobs. Everybody who provided encouraging feedback when we published our brochure earlier this year. Especially Nynke Fokma, Becky Winant and other keys for giving detailed suggestions for improvement. We’ve had several great customers (you know who you are), who created amazing conditions for us to focus on our work. Thank you!

3 Complaints with recommendations

We’ve made some progress in supporting ourselves with a Customer Relationship Management system. There are still some improvements that would make our work easier (usability) and that of our customers (sign-up and notification of new courses). (Marc wishes for a more sustainable pace. I’m careful what I wish for – a more sustainable pace would be nice, but I’m also quite happy with our productivity, passion and income at the moment)

4 Puzzles

We made progress in selling open enrollment courses, and are still puzzling on better ways of selling those (as well as making it easier on our customers to plan and buy participation). The context for courses seems to be shifting at the moment – working more effectively has value, but many large corporations have the knee-jerk reaction of putting all training on hold when sales slow. At these corporations people have little time for training when things are good – too busy, and no budget for training when things are bad. Luckily we also have customers with a long term perspective, who invest in training, education and hiring continuously.

5 Hopes and wishes

We hope the ‘interesting’ economy will mark the breakthrough of lean and agile ways of working in more places. We hope to carry out more integrated on-site coaching … With integrated we mean doing whatever works best in a given context : a whole systems approach using combinations of lean, scrum, extreme programming with ’soft’ skills inspired by Satir and systems thinking.

We wish you a healthy, fun and prosperous 2009, and look forward to collaborating with many of you.

(meta-appreciation: thanks to Marc for coming up with the idea for a Temperature Reading, and giving feedback while listening to the items while writing them. Thanks to Marc & Maroesja’s kids Maris, Marden and Marijn for providing the necessary distractions )

Tijdens Agile2008 in Toronto faciliteren we de workshop “Agile and labour turnover – Should I stay or should I go?” Op 17 Juni gaan we deze proefdraaien, om met jouw feedback de workshop nog beter te maken

Tijdens deze workshop onderzoeken we samen met de deelnemers welk effect de introductie van een agile methodiek heeft op het verloop van werknemers binnen het bedrijf of de afdeling.

Is het echt, zoals sommigen schrijven, dat 20% vrijwillig of gedwongen vertrekt? Of neemt het verloop juist af, omdat een Agile werkwijze leidt tot een grotere tevredenheid over het werk en de sfeer? En wat doe je met mensen die een hekel hebben aan deze nieuwe manier van werken, maar die, om allerlei andere redenen, toch blijven zitten?

De deelnemers brengen hun eigen verhalen en situaties in kaart met behulp van oorzaak-gevolg diagramman (systeemdenken). Dankzij deze diagrammen worden patronen in kaart gebracht, zodat die een volgende keer doorbroken kunnen worden.

Nieuwsgierig? Lees de volledige beschrijving van de sessie en schrijf je in!
Voordat we naar Toronto afreizen willen we onze sessie graag een keer proefdraaien, zodat we onze sessie met behulp van onze feedback-verslaving nog beter kunnen maken.

De proefsessie is 17 juni op het kantoor van Topic in Best (www.topic.nl).

Het programma ziet er als volgt uit:

17:15 – 18:00 Ontvangst met een broodje
* 18:00 – 19:30 Agile and labour turnover – proefsessie
* 19:30 – 20:00 Evaluatie van de sessie
* 20:00 – 20:30 Napraten met een drankje
*
Wil je ons helpen een goede sessie te maken? En/Of ben je gewoon benieuwd naar wat we in Toronto gaan doen? Stuur dan een mailtje, zodat we rekening kunnen houden met jouw komst.

Hopelijk tot 17 juni!

Nicole Belilos

Willem van den Ende