During an update of our courses at the Amsterdam University of Applied Sciences, I was told that we would no longer be teaching about planning poker in Scrum projects. Apparently, measuring velocity was no longer part of the orthodoxy. I found this puzzling, as I had taken the rituals of estimating and measuring velocity to be part of the core processes of Scrum. Had I misunderstood the framework, or were there other forces at play?
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What happens when we take the analytical work of a game designer and feed it back to a group of people working on real-life collaboration problems?
Thanks to the invitation of Myriam Hadnes I was able to put on my mad-scientist hat once more and create a workshop for the Never Done Before community of facilitation professionals. By definition my workshop had to be something new and for this one I thought I’d use as a starting point a talk from Alex Jaffe called “Cursed problems in game design“.
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Many years have passed since I first started this blog, and after several life changes the original intention that I had for it no longer drives me with the same energy. It is time for a fresh start.
When I pressed him to give me feedback, Greg Serikoff, one of the founders of the Codesign-it collective, gave me a piece of advice that stayed with me: that I shouldn’t wait until a text is perfect before sharing it, that I should be ready to bring out more unfinished products into the world.
It struck me as a great paradox.
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I had the pleasure to be interviewed by Myriam Hadnes for her podcast Workshops Work. From the initial question “What can video game design teach us about workshop design?” we ventured into education, codesign, Agile, facilitation and even existentialism. That was so much fun to do!
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Un projet en ligne, en autogouvernance avec des inconnus sans frontières, c’est possible ? Bien sûr, et ça marche même très bien ! C’est en tout cas notre expérience avec la traduction en 1 an des 133 vidéos de Frédéric Laloux. Un beau projet que Guillaume Jouquet et moi-même avons souhaité documenter dans ce retour d’expérience, où vous pourrez découvrir le dessous des cartes et notre interprétation des principes de Reinventing Organization.
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Si vous avez apprécié le livre Reinventing Organisations ou que vous vous intéressez au mouvement de libération des entreprises, vous aimerez sans doute la série de 130 vidéos produite par Frederic Laloux, « Insights for the Journey. » Cette série est une mine d’exemples et de conseils pour s’inspirer des bonnes pratiques de diverses organisations ayant entrepris de se réinventer.
Les vidéos « vivent dans l’économie du don, » c’est-à-dire qu’elles sont mises à disposition gratuitement et que chacun est libre de proposer quelque chose en échange. Dans cet esprit, une communauté francophone s’est constituée pour traduire et sous-titrer l’ensemble des vidéos. C’est grâce à cette initiative que le site et son contenu sont désormais accessibles intégralement en français.
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From October 2017 through March 2018, I spent 6 months as a resident of the Codesign-it collective in Paris. This residence was an opportunity for me to learn new skills and to dive deep into the world of facilitators, consultants and coaches.
Codesign-it! is not a company in the traditional sense of the term. It is a collective of independent professionals brought together by one question: “How do we invent the world of tomorrow, together?”
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En travaillant avec le Collectif Codesign-it j’ai souvent entendu parler du Forum Ouvert, déployé chez des clients dans des projets d’innovation collaborative. En juillet 2018 j’ai pu assister à son utilisation par les membres du collectif eux-mêmes dans le cadre du “Sprint d’été”, leur rendez-vous off-site annuel, et observer de plus près le fonctionnement de ce dispositif hérité des forums citoyens.
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The Agile philosophy is not only applicable to IT projects. It makes sense in any collaboration context, because it is just a better way of working. My recent experience of Agile with primary school teachers has shown me that the approach truly can be used everywhere and that it will quickly be of benefit to the team that uses it.
No matter how engaging an experience is, or how much effort you put in designing cool rules and goals: If someone feels forced to engage in an activity, they will find it utterly boring. In this fourth and final part, we are addressing the last aspect of what makes a game fun: Voluntary participation. How does this notion apply to Scrum?