Property:So
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So Is a property of type String.
T
Accept the proposal if at least one thumb is up and none is down. Amend otherwise until consent. +
S
Adopt a rolling season rhythm—just like a hearbeat and clock beat—and adapt accordingly. +
C
Adopt the right for everyone to object proposals, based on solid arguments. Have a leader available make a final decision to keep up to speed. +
A
Align initiative with a shared vision, values, and principles. +
O
B
Allot limited capacity for interrupts and do not allow the time to be exceeded. +
R
Always estimate relative. +
H
As a group, pick the top item that will increase the happiness by one or more points on a scale of one to five implement it. +
O
C
Ask clean questions and be alert to metaphor. +
I
Ask questions like “What is the possibility here? So what? Who cares? Who is exited about the possibilities?” +
S
Ask the Product Owner, “Tell me what you want, what you really really want.” +
I
Ask the coachee to describe the issue, desired outcome, obstacles, and jointly devise actions around the obstacles to reach the goal. +
F
G
Attract people with an, often ambiguous and paradoxical, slogan that evokes an attractive, generative image to new, productive conversations, allowing many facets so people can leap into it into it in ways no one ever thought about before. +
W
Base your choices on a map that plots the value visibility against its evolutionary position. +
D
Be ‘differish’ to integrate. +
C
Before you start any intitative, asses the organisation’s change potential, solutions for current problems, level of dissonance within life conditions, barrier identification and overcome-ness, insights into probable causes and potential alternatives, consolidation and support during the transition. +
A
Build quality and continuous improvement (kaizen) in. Maintain an ordered list with items that will boost your velocity when implemented. +
P
Capture your product in a product vision board. +
Capture your product vision in a concise and relevant template and use it consistently and repeatedly in all your communication. +
O
S
Collaboratively attack the topic in a logical sequence, using all six hats. +
H
Collect both strategic, tactical and operational information in a SMART way on a single A3. +
B
Collect everyone’s goals, desires, ideologies, soul profiles and forge a big, hairy, agressive goal. Pursue it. +
R
Collect the core interests of both parties and turn them into mutually agreed principles or ‘rights’. Ensure they resonate with each party's values. +
W
Conduct a small and focused workshop that brings out the best in all. +
Control your response to a situation and contain your “hot buttons”. +
A
Count the number of words that are potentially ambiguous, and collect and compare interpretations. +
H
Create a habit of changing habits. +
P
Create a single ordered list of items to do, with crystal clear acceptance criteria. +
D
Create and evolve a clear list of criteria that demonstrate an item's readiness for the next step. +
B
Create and groom an ever evolving minimal set of quality filters in a value stream. +
R
Create and maintain a chart that tracks the burndown of story points of each sprint. +
B
Create self-imposed constraints. +
U
Create, foster and communicate a single unity of purpose, a yearning for the sea. +
W
Q
Cultivate the art of asking good and effective questions. +
S
Describe and communicate a genuine, real and clear opportunity in ways that people can relate to and that draws on people’s feelings +
A
Design, evolve, and drill a number of tactical plans that kick in when needed. +
B
Distill and publish a believe statement and act accordingly. +
P
Do one or two rounds of planning poker. +
T
Document a membrane as a container for self-organization +
A
Draw attention to human errors or malfunctioning equipment as they occur. Execute the emergency procedure, stop the line, swarm the problem. +
M
Establish a main effort, clear victory criteria, and have one unit lead its implementation. Subordinate all work to the main effort. +
K
Every day, focus on getting something ready to use for someone else. Set a work in progress limit to increase the number of daily ka-ching moments. +
S
Evolve stable, resilient, co-located, and multi-disciplinary development teams and let no one touch it. +
D
Express your disagreement while committing to support the implementation of the selected option. +
R
Facilitate a retrospective, opening with the prime directive that everyone did the best job they could. +
U