One of the things that have helped me in my agile coaching is the new mindset that ORSC, really professional coaching in general, has introduced me to.
And that mindset isn’t simply valid for coaches, but I think it’s equally useful for leaders in agile contexts. And, oh, by the way, we’re all leaders.
The following are some ideas, concepts, and metaphors that can make us better coaches (and leaders) in agile contexts.
ORSC
Organization & Relationship Systems Coaching model focuses on coaching systems' relationship and organization. In this case, consider the system to be two or more individuals. For example, if I were coaching a Scrum Team, I would be—interacting with the individuals but focusing on the system (the Team) aspects in my coaching. I would spend little/no time coaching individuals directly, mainly focusing on the team (system) and the (relationships) within it.
Four Cornerstones of ORSC
The relationship system is naturally intelligent and creative.
Work with the whole relationship system.
The relationship system is the client.
Reveal the system to itself.
While all the cornerstones are essential, I want to amplify two.
The relationship system is naturally intelligent and creative
This is a personal revelation since I’ve been known to be a “fixer” as a coach. Meaning, I’ve been known to enter a coaching relationship (client/system) from the perspective that—
I’m a consultant, You are broken and I can fix You
This cornerstone changed my mindset and stance when entering any coaching relationship or situation. Instead of fixing (or consulting stance in agile contexts), I enter with the assumption that the whole system is intelligent and creative AND has all of the information it needs to change.
Reveal the system to itself
My job is to reveal the system to itself—helping it to see itself more clearly.
It is not to coach, improve, or fix the system. That is for the system to do. In many ways, I am simply a mirror.
Another metaphor here is the Voice of the System. As an ORSC or Systems coach, we are trying to give the system a voice, highlight it, encourage it, listen to it, and react to it.
Erin Randall has written a wonderfully complementary blog post here on this topic.
These two AHA’s have been beneficial to me in shifting my agile coaching focus. And to be honest, they’ve been helpful in taking much of the “fix pressure” off of my shoulders.
Shu-Ha-Ri
Shu-Ha-Ri is an Aikido term/metaphor often used amongst agile coaches. It’s a maturity metaphor.
Shu - being an entry-level or early stage
Ha - being an experienced or mid-level stage
Ri - being a master-level stage
in your development of any discipline or path.
I hadn’t connected it to ORSC until it was brought up in our residential as a helpful metaphor to apply to our coaching with an ORSC mindset and with ORSC tools. If you apply it there, and mainly to the tools, then—
Shu - if you’re using the ORSC tools for the first time or have limited experience, use them precisely as defined. Ask the questions exactly as stated and follow the flow. Do not deviate.
Ha - if you’ve become comfortable and experienced with the tools, then perhaps you can modify them a bit. Dropping steps, modifying questions, and changing the flow while still maintaining the “essence” of the tools.
Ri - at this experience level, you’re making the tools uniquely your own. Not in an IP-owned way, but in a way that implies you’ve gotten it down to “essence” and is comfortable using tools towards their outcomes without getting hung up in the steps. And you’re also creating your tools.
The point of the Shu-Ha-Ri metaphor here is not to use it as a maturity index, grading system, or growth goal. It’s to become more comfortable in your coaching growth and experience where you merge with and become one with ORSC and the tools.
Everyone is right, but only partially
In my coaching journey, I’ve often fallen into the trap of right vs. wrong, correct vs. incorrect, or win vs. lose thinking. This level of binary thinking is always a trap.
But if we apply this notion of “Everyone is right, but only partially” in our thinking, coaching, and behaviors, it opens us all up to each other. It increases our empathy and openness while creating more possibilities. And it certainly can engage our curiosity.
From a systems coaching perspective, this is where we can help guide the system to explore itself. To be more curious in looking for other “rights.” And to look beyond our positions to a broader appreciation of the system.
Here’s a wonderful article by Daamon Parker that adds more nuance to this idea.
2% Truth
Another idea presented in ORSC is the notion of 2% Truth. I’ll use this example to illustrate it—
I’m a Scrum Master in a Scrum team attending the retrospective. The team gives me quite a load of harsh feedback that I interpret as unfair criticism and it triggers me. First, I get incredibly resentful and I reflect back critically toward the team.
Instead of triggering, I might ask myself—what is the 2% truth that I can gain from their feedback? What might be the underlying cause? What can I do or how can I respond to that 2% truth?
I’m not taking all of the feedback. Instead, I’m looking for a “sliver of truth” that I can use.
Or here’s another example—
Again, I’m a Scrum Master. And my team has received nothing by critical feedback in their latest Sprint Review. Then we enter the Retrospective and everyone is down. Morale is incredibly low and the discussion is entirely focused on defensiveness.
I normalize the current emotional field, but ask the question of the team to look at all of the feedback and find the 2% Truth in it. Then use that to inspire further conversations.
And remember, there is always 2% truth in everything…
No Voting
One of the most critical aspects of ORSC (group, relationship systems) coaching is staying neutral as a coach. In other words, don’t grade or vote on individual responses in your coaching sessions.
This is one of my greatest weaknesses currently as a coach. That I often get excited about a reply or outcome and recognize it differently than others.
I recognize leaders “over” team members or allowing rank in.
I recognize men “over” women, and not being inclusive.
I allow my own judgment to influence how I respond to individual statements, reactions, Aha’s, ideas, comments, questions, etc.
Not including everyone.
Implying that one individual’s replay is the same as another’s, so minimizing it.
Interpreting what people say; for example, putting a response in your own words.
Some of the best ways to stay neutral include—
Trying not to respond to individuals but to the system
Saying as little as possible, injecting little opinion
Even your inflection and body language is a “tell,” so stay self-aware of both
Activate your poker voice/face.
When you’re writing down responses, write down precisely what was said.
Another idea might be to bring neutrality in as a meta-skill to stay on top of this in your coaching.