Agendashift roundup, July 2019

It’s the summer, so I’ll keep this short. In this edition: Right to Left comes out August 15th; Updates to open source (Creative Commons) resources; Autumn workshops – Stockholm, Athens, London, Istanbul, Berlin, and online; Top posts

Right to Left comes out August 15th

This being my third time you’d think I’d know better by now, but getting a book out takes longer than expected! Anyway, I’m thrilled to announce that Right to Left: The digital leader’s guide to Lean and Agile comes out on August 15th.

The print edition is actually available for preorder on Amazon now, the Kindle edition soon. Naturally I’ll have more to say around launch date. Keep an eye out for interviews & stuff too.

Updates to open source (Creative Commons) resources

Some updates not quite big enough for separate announcements:

  • 15-minute FOTO has has some slides specific to online and in-room use
  • Aleksei Pimenov has translated both Featureban 3.0 and Changeban into Russian

    into

  • Massimo Sarti has translated Featureban 3.0 into Italian (having previously contributed a translation of an older version of Changeban)
  • Very minor tweaks to the Celebration-5W deck

Slack channels #cleanlanguage, #featureban, #changeban, and #workshops respectively. More resources here.

Autumn workshops
– Stockholm, Athens, London, Istanbul, Berlin, and online

I’ll be adding a couple of online workshops also, likely the during the week of October 14th (two consecutive UK afternoons, two hours each) and the first week of December (UK mornings). If you have preference for days, let me know soon.

Top posts

  1. Visualising Agendashift: The why and how of outcome-oriented change and continuous transformation (June)
  2. What scales up should scale down (July)
  3. How Agendashift scales (July)
  4. At last! Featureban 3.0 and Changeban 1.2 (June)
  5. What kind of Organisational Development (OD)? (And a book recommendation) (May)

Most recently this month:


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Making assessments more visible

Summer means programming, still a passion 🙂

Along with some bigger updates that are hidden for now, I released a minor change to the design of agendashift.com today.

Gone is the old navbar menu called ‘Context’, replaced by one called ‘Assessments’. The old name was uninviting and potentially confusing (“context menus” were already a thing). Hopefully, the new one – in that prime position on the left of the navbar –  suggests something that might actually be of interest to the casual visitor!

Here’s how it looks if you’re not signed in:

Screenshot 2019-07-23 15.31.20

Much more self-explanatory, and a call-to-action too!

For partners and trial users this menu is a key launching point. Here’s mine:

Screenshot 2019-07-23 15.20.52

How it works now:

  • ‘Activity’ is lit up to indicate that there is some recent activity (ie people responding to my surveys) that I haven’t reviewed yet.
  • ‘New survey…’ comes next. This is a fairly recent addition; previously surveys could only be created after visiting its containing context* – sensible enough from a data model point of view but hardly the pinnacle of usability!
  • After that come handy links to surveys that I’ve visited recently – the Spanish (ES) language version of the public survey and the surveys set as prework for the recent online workshops
  • ‘My contexts’, which takes you to a list of all your contexts, has been demoted. Originally the topmost menu item, now it’s “below the line”, heading a list of contexts that I’ve recently visited.

The help pages have of course been updated accordingly.

*It’s ancient history now but I just couldn’t bring myself to call it a ‘project’!


Upcoming public Agendashift workshops
– Stockholm, Athens, London, Istanbul, Berlin


Leading change in the 21st century? You need a 21st century engagement model:

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What scales up should scale down

This is turning into a series! You may wish to read these first:

Here’s a super-quick variation on Agendashift’s Discovery and Exploration sessions. First I’ll describe it, and then explain how it differs from the by-the-book version.

10-minute Discovery

Let me quickly explain how we kick this off – I’m asking the same of everyone I’m meeting today:

  • First, just a little about yourself – your role, what you’re responsible for, and so on.
  • Then, for a multi-month timescale of your choosing, tell me what outstanding success would look like – describing something truly celebration-worthy if you can
  • Finally, what obstacles are in the way of that?

And do you mind if I take notes?

I ask all of the above in one go, and give the interviewee the space to answer, lightly guided as necessary. 10 minutes max!

50-minute (or less) Exploration

Now we go to the assessment, which typically (although not always) has been completed by my interviewee in advance. We begin with a quick review of their overall and per-category score distributions (some reassuring noises may be required here; these low scores are very common):

Screenshot 2019-07-10 12.19.02

With this alternative view it may be easier to infer some kind of narrative:

Screenshot 2019-07-10 12.17.20

  • Collaboration and transparency at the top – evidence perhaps of some Agile working
  • Seeing flow and balance scoring close together would come as no surprise to any student of Lean or Kanban
  • To the trained eye of our machine learning model, the score for leadership looks surprisingly low relative to everything else (hence the amber colouring)
  • I tell them that sadly, a low score for customer focus is very common (something that 20 years of Agile has failed to fix)

We spend no more than a few minutes on the category-level summaries. We skim or skip over most of the report (more on these parts later) and land here on the ‘starred’ items. Out of the 43 prompts of the full assessment, these have been prioritised for further discussion:

Screenshot 2019-07-10 12.16.26

For each of those prompts in turn, these questions are asked (one at a time this time):

  • What would it be like if this was working at its best for you?
  • What obstacles are in the way of that?
  • What would you like to have happen?
  • Then what happens?
  • etc

In well under an hour in most cases, the meeting is concluded. I write up my notes and include them in a thank you email. Done!

What just happened? What’s different?

Let’s compare that to a more typical Discovery/Exploration, done workshop style. First, Discovery:

  • Celebration-5W – normally done in table groups and taking (say) 40 minutes to introduce, do, and debrief – is condensed into a question (in fact one part of a multi-part question): “Then, for a multi-month timescale of your choosing, tell me what outstanding success would look like – something truly celebration-worthy”
  • We skip True North and jump straight to obstacles, still expecting that many of the obstacles heard will relate to ways of working and other organisational issues
  • No 15-minute FOTO (with participants ‘coaching’ each other, generating outcomes); if there’s any outcome generation at all, it is cursory at best
  • No time spent organising outcomes (no ‘Plan on a page’); if they’re generated at all they just get recorded in my notes

Then Exploration:

  • At best, we skim over most of the debrief slides: strengths, weaknesses, areas of high and low consensus
  • No group-wise prioritisation of prompts or their respective obstacles
  • Again, no 15-minute FOTO ; it’s me asking the questions (and I’m free to use a wider palette of questions with perhaps some cleanish freestyling)
  • Again, no time spent organising outcomes (no Mapping); they just get recorded in my notes

The big difference though isn’t the stripped-down meeting design. It’s that instead of working with several people together workshop-wise, I’m spending an hour or so at a time with a succession of people on a one-to-one basis. Instead of acting as facilitator, I’m the roving consultant (albeit a “clean” one). And instead of participants collaborating with each other, they’re my interviewees.

Naturally, there’s a tradeoff. Less time is required from participants, and for many, that’s welcome. Unfortunately, it also means little (if any) time spent facilitating agreement on outcomes (principle #2). If I’m able to report back to my sponsors a coherent picture thanks to the similarity of interview results, this omission might be fixable. That’s a big if though; what seems the most efficient might not be the most effective in the end!


Upcoming public Agendashift workshops
– online, Stockholm, Athens, London, Istanbul, Berlin


Leading change in the 21st century? You need a 21st century engagement model:

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How Agendashift scales

Last week’s post Visualising Agendashift: The why and how of outcome-oriented change and continuous transformation is already in the top 3 for 2019. Clearly it resonates! I will build on that post now by enumerating some the ways in which Agendashift scales – not by becoming bigger, heavier, more layered, or more bureaucratic, but by fitting its context.

The bottom line: Agendashift scales because it is scale-free (not an oxymoron, but using the technical term), evidenced by a fractal quality inside it, similar patterns occurring naturally at different scales.

First, there are some initial high level decisions to be made about scale:

  • The initial organisational scope of the exercise (we find that it is well worth making this explicit)
  • Who is invited to participate in workshops (and how that invitation should be given)
  • Who is invited to participate in the pre-workshop assessment (at a minimum, this is the workshop participants for whom it is set as prework, but it is often widened)
  • Any specific organisational themes that should mentioned in either invitation

Often, the exercise is centred on a leadership team of some kind, making the above decisions quite easy to make. However, I do make two recommendations:

  • At least three levels of seniority should participate – not to make a virtue of hierarchy but allowing it to be bypassed for the sake of interesting and authentic conversations
  • It’s good to get wide coverage in the assessment; potentially the whole business function and beyond, or some representative sample thereof

There are more choices about workshop design that we could make here, but usually they’re better left until later exercises and we’ll put them to one side for a moment.

In the workshop itself, scale is everywhere:

  • In the warm-up exercise Celebration-5W, different table groups might generate anything from an internal technical achievement for a small team to things like “One billion pounds in turnover” or “Our millionth registration” (both of these are actual examples). I recall one team coming up with a new product idea!
  • After True North (in Discovery) and the assessment debrief (in Exploration), obstacles can range from everyday niggles to fundamental misalignments and dysfunctions.
  • For any given obstacle, the outcomes generated in 15-minute FOTO can range from short-term quick wins beyond even long-term goals through to enduring values. Surprisingly often, the entire range is covered in the course of a conversation that lasts only a few minutes.
  • The Mapping exercises expose different kinds of structure in the naturally coherent (by construction) but still fragmentary output of the preceding exercises.
  • In Elaboration, we bring focus where the range of options is high, looking up for the big payoff and down for opportunities for rapid learning and early value.
  • In Operation, we raise awareness of the connection between everyday choices and bigger-picture organisation design

Discovery and Exploration both feature our Clean Language-inspired coaching game 15-minute FOTO. At first glance it might seem redundant but the repetition of the same tool in different settings demonstrates the utility, repeatability, and scale-independence and of the pattern (for that is what it is). Regardless of scale, you can:

  • Reflect on the promise of the challenge in question
  • Identify and (briefly) clarify the obstacles currently in the way of a successful conclusion to that challenge
  • Rapidly explore the landscape of outcomes to be found when those obstacles are overcome, bypassed, or ignored

Screenshot 2019-06-24 14.29.37That might sound obvious, but for people used to the experience of conversations that start with solutions already decided, it’s both liberating and highly illuminating.

The workshop designer seeds this process with challenges that have some compelling promise, made all the more compelling by their avoidance of prescription. The off-the-shelf workshop design provides these in the form of the True North and the assessment prompts. These have been tested and refined through repeated use and I would recommend sticking to them initially (advice that may evolve as we gain more customisation experience). However, subsequent events may make use of harvested content, with the potential to make any broader ‘scale out’ excitingly fractal.

There’s a balance to be struck between focussing on new kinds of conversation (clean, outcome-oriented), and on new conversations (the follow-through on specific, newly-articulated outcomes). There’s win on both sides so perhaps I worry too much about whether I get the balance right, but why not have it both ways? Those new kinds of conversations re-seeded by those harvested outcomes. Now we’re talking!

___________

While we’re here, check out these opportunities to experience this for yourself in a public setting (for private settings reach out to me or your friendly neighbourhood partner). One of them is less than two weeks away:


Leading change in the 21st century? You need a 21st century engagement model:

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Agendashift roundup, June 2019

In this edition: Visualising Agendashift; Online workshops; Featureban & Changeban; Right to Left (and Wholehearted); Upcoming workshops; Top posts

Visualising Agendashift

I’m rather chuffed that after only three days, Tuesday’s post is already the most read this month. I think it’s my best explanation of Agendashift yet! It is certainly the most visual, being based on the slides for a talk I gave at the Agile in Covent Garden meetup in London last week.

Read it here:

Screenshot 2019-06-24 14.29.37

Online workshops

One way to experience for yourself what’s described in that post is to participate in a public workshop. I’ve already announced an autumn programme of immersive, in-room workshops (see Upcoming workshops below) but what’s new is the chance to do it online*. Furthermore, we’re partnering with the Open Leadership Network** to offer this as certified training for the first time.

The first of these was held this week; the next one will be in just over two weeks’ time and there are places still available:

*Some partners are doing Agendashift online with their clients already and we of course compare notes. This week I’ve done a quick debrief of my experience to the #workshops channel in Slack.

**It was the Open Leadership Network that brought me to Boston last month. For a reminder of why I think this new expression of Open is significant, read my pre-Boston post Why the Open Leadership Symposium is a big deal.

Featureban & Changeban

The other big news for June was the long-promised release of Featureban 3.0 and alongside it some updates to Changeban. They now live under a shared Dropbox folder so that subscribers always have access to the latest versions. All completely free of course – along with many of our other resources, they’re published under a Creative Commons license. Read the announcement here:

Right to Left (and Wholehearted)

Frustratingly, what should have been the biggest news of all for June will happen instead in July. My third book Right to Left: The digital leader’s guide to Lean and Agile has taken a bit longer to go to print than anticipated, but it’s nearly there now.

Agendashift partner, collaborator, and book reviewer extraordinaire Steven Mackenzie has been running meanwhile with the idea of the wholehearted organisation, something you may remember that I blogged about during the writing of the book. Naturally, I’m very glad to have sparked something! Here’s Steven:

When Right to Left comes out you’ll find the referenced passage in chapter 5 (of 6).

Upcoming workshops
(Online, Stockholm, Athens, London, Istanbul, Berlin)

I must also mention the conferences whose support makes two of these workshops possible:

For the Istanbul conference I have a discount code for 10% off the Super Early Bird price (so be quick I guess!); ping me if interested.

Top posts

  1. Visualising Agendashift: The why and how of outcome-oriented change and continuous transformation
  2. At last! Featureban 3.0 and Changeban 1.2
  3. Martin, this one’s for you
  4. Stringing it together with Reverse Wardley (February)
  5. What kind of Organisational Development (OD)? (And a book recommendation)

Leading change in the 21st century? You need a 21st century engagement model:

Blog: Monthly roundups | Classic posts
Links: Home | Partners | Books |Resources | Events | Contact | Mike
Community: Slack | LinkedIn group | Twitter

 

 

Visualising Agendashift: The why and how of outcome-oriented change and continuous transformation

First, what doesn’t work (or at least it fails more often than it succeeds), transformation (Agile or otherwise) as project:

Screenshot 2019-06-24 14.27.19.png

Using a shallow and dysfunctional version of a model that was already tired 20 years ago [1], linear plan meets adaptive challenge in a complex environment. Seriously? I’m not sure which is the saddest thing – that its failure modes are so painfully familiar, or that they’re so avoidable:

  • Instead of obsessing over how to overcome resistance, stop provoking it! Instead of imposing change, make it a process that is open in a big way to meaningful participation and creative collaboration.
  • Wrong solutions aren’t a problem if your experiments are:
    1. small enough to fail quickly, cheaply, and safely
    2. framed to generate learning about real needs, succeed or fail
  • Instead of being driven by solutions – with energy wasted on the consequences of  commitments made in the past – organise around outcomes, getting quickly to the point where you can confirm that they are already beginning to be realised
  • Instead of a depressing sequence of failed change projects – each of which on its own would risk fatigue – normalise a continuous style of change, baking it into everyday ways of working

None of this is hard. Despite its record of failure though, that linear model has familiarity on its side, not to mention generations of managers being taught that this how things are done “properly”. Thankfully, credible alternatives do exist however (see [2] for a selection), and here’s Agendashift (this is the Agendashift blog after all).

Agendashift’s defining characteristic is that it is outcome-oriented. Just about every part of it deals in some way with outcomes: identifying them, articulating them, organising them, working out how they might be achieved, and on on. In this post I endeavour to visualise that process.

I will describe Agendashift in 10 steps. That might sound worryingly linear, but there’s some structure to it:

  • Steps 1-4 are happening frequently, at different levels of detail, and to varying degrees of formality – in fact those are just some of the ways in which Agendashift scales (the topic of a forthcoming post). Together, these steps represent a coaching pattern (or routine, or kata if you like).  It’s not just for practitioners – we teach it to participants too, introducing a more outcome-oriented kind of conversation into organisations that may have become over-reliant on solution-driven conversations.
  • Steps 5-9 are about managing options, a continuous process punctuated from time to time by more intense periods of activity.
  • Step 10 could just as easily be numbered step 0 – it’s about the organisational infrastructure necessary to sustain the transformation process.

Steps 1-4: A coaching pattern that anyone can practice

Step 1: Bring the challenge close to home

The pattern starts with some kind of generative image, the organisation development (OD) community’s term for “ideas, phrases, objects, pictures, manifestos, stories, or new words” that are both compelling in themselves and are capable of generating a diverse range of positive responses [3, 4].

Agendashift provides a number of these starting points:

  • The Agendashift True North [5]
  • The prompts of one of the Agendashift assessments; the Agendashift delivery assessment in particular has 43 of these, a few of which are prioritised by people individually or in small groups
  • Potentially, any of the outcomes generated through this process overall (we make this explicit in the Full Circle exercise, presented in the book [6] as an epilogue)

Sometimes these generative images may seem out of reach, but nevertheless, reflecting on them is typically a positive experience, sometimes even cathartic. The invitation is simple:

  • “What’s that like? How is it different to what you have now?”
  • “What’s happening when this is working at its best for you?”
  • “X months down the line, what will you be celebrating?”

Screenshot 2019-06-24 14.27.40.png

Step 2: Identify obstacles

Again, a simple question:

  • “What obstacles are in the way?”

Screenshot 2019-06-24 14.28.01.png

Step 3 (optional): Clarify

Deep diagnosis at this stage tends not to be productive. Sometimes however it can be helpful to clarify a little, when obstacles seem vague and/or overgeneralised, or when they seem to prescribe a solution already:

  • “What kind of X?” (the X here referring to an obstacle)
  • “What’s happening when X?”  (ditto, this question being helpful for finding the real obstacles that motivate prematurely-specified solutions)

Screenshot 2019-06-24 14.28.31.png

Step 4: Outcomes, more outcomes, and yet more outcomes 

From our generative image, a generative process, one capable of producing lots of output! It starts with a classic coaching question:

  • “What would you like to have happen?” (for an obstacle)

Screenshot 2019-06-24 14.29.09.png

Moving deeper into ‘outcome space’:

  • “And when X, then what happens?” (the X here identifying an outcome noted previously)

Screenshot 2019-06-24 14.29.24.png

Clarifying, exploring locally, or preparing to take conversation in different direction:

  • “What kind of X?”
  • “What is happening when X?”

Screenshot 2019-06-24 14.29.37.png

See [7] for more of these Clean Language questions (with a video) and [8] for an brief introduction to how they work. What we have here is a highly repeatable coaching pattern adaptable to a wide range of contexts. And as we practice it we’re teaching change agents of every kind how to speak the language of outcomes.

Steps 5-9: Managing options

These steps are about managing the bigger picture (sometimes quite literally):

Step 5: Organise (Map)

Here are two possible visual organisations of the generated outcomes: the Options Orientation Map (aka Reverse Wardley [9,10]) and something akin to a User Story Map, with outcomes prioritised in columns:

Screenshot 2019-06-24 14.32.21.png

Step 6: Prioritise, just in time

When – by design – everything is changing, it’s better to give yourself options than to decide and specify everything up front:

Screenshot 2019-06-24 14.32.34.png

Step 7: Choose the right kind of approach

Outcomes don’t just vary by size or difficulty, they differ fundamentally:

  • Outcomes that need the minimum of ceremony, because everyone can easily agree what needs to be done
  • Outcomes that can be delegated to someone with the necessary expertise
  • Outcomes for which multiple ways forward can be identified, yet (paradoxically perhaps) it’s clear that the journey will involve twists and turns that are hard to predict
  • Outcomes for which it’s hard to see beyond symptomatic fixes

If you’re thinking Cynefin at this point, well spotted! See [9, 10] again.

Screenshot 2019-06-24 14.32.52.png

Step 8: Generate options

Where you want innovation, create the opportunity to generate multiple options for the outcome or outcomes currently under the spotlight, and as diverse as you can make them. If you have a framework in mind and it has good options for your current challenges, include them! (We’re framework-agnostic, not anti-framework!)

Screenshot 2019-06-24 14.33.05.png

Step 9: Frame hypotheses, develop experiments

Not every outcome is best approached this way (see step 7), but where uncertainty is high, frame your chosen option as a hypothesis, then develop it as an experiment [11]:

Keeping the show on the road

Step 10: Rinse and repeat

So often said, and so often ignored! Whenever you hear “change cycle” or “improvement cycle”, it’s important to ask about the mechanisms in your organisation design (structure, process, leadership behaviours, etc) that will sustain the process. That’s a question we know to ask, and we have some helpful patterns to suggest when the current organisation design is lacking.

Among other things, we’re looking for at least three levels of feedback loop:

  1. The day-to-day meetings whose purpose is to help people make informed choices about what to do, where to collaborate, and when to seek help
  2. Operational review meetings that:
    • Step far enough back from the day-to-day to scrutinise progress (or lack thereof) in terms of both speed and direction
    • Create expectations of continuous and impactful experimentation
    • Cause learnings to be aired and spread
  3. Strategic review meetings that reconfirm key objectives (calibrating the level of ambition appropriately), and ensure the right levels of commitment relative to other goals

One way to visualise the strategic calibration part is as an “aspiration gap”, the area in red below between the outcomes being worked towards and the overall challenge that seeded this process.

Screenshot 2019-06-24 14.33.31.png

Sometimes the aspiration gap is so big that it isn’t even recognised – not seeing the wood for the trees, so to speak. With too little ambition and too little coherence across the options under consideration, both energy and alignment are lacking. Continuous improvement initiatives are prone to this; their failure modes may be different from those of the linear change project but failure here is still uncomfortably common.

Conversely, when the aspiration gap is small, there may be too much focus on an overly specific objective, leaving few options available outside a prescribed path. You’re into linear planning territory again, and we know how that goes!

This is why those three feedback loops are so necessary. Almost by definition, continuous transformation needs daily conversations. For it to be sustained, it also needs a tangible sense of progress and periodic reorientation and recalibration.

“Outcome-oriented change and continuous transformation” – the strapline to the Agendashift book – summarises the process pretty well. If there’s anything hard about it, it is simply that it’s a departure from that familiar but tired old linear model, the one that we all know doesn’t really work. So dare to try something new!

References

[1] What kind of Organisational Development (OD)? (And a book recommendation)
[2] Engagement: more than a two-way street
[3] Notes on Dialogic Organizational Development (medium.com)
[4] Gervase Bushe: Generative Images (youtube.com)
[5] Resources: True North
[6] Agendashift: Outcome-oriented change and continuous transformation
[7] 15-minute FOTO
[8] My favourite Clean Language question
[9] Stringing it together with Reverse Wardley
[10] Takeaways from Boston and Berlin
[11] The Agendashift A3 template


Upcoming Agendashift workshops
(Online, Stockholm, Athens, London, Istanbul, Berlin)


Leading change in the 21st century? You need a 21st century engagement model:

Blog: Monthly roundups | Classic posts
Links: Home | Partners | Books |Resources | Events | Contact | Mike
Community: Slack | LinkedIn group | Twitter

 

At last! Featureban 3.0 and Changeban 1.2

As long promised, there is now an official 3.0 version of Featureban that incorporates the best of Changeban, making it easier to facilitate and more fun to play. Changeban itself has a new version 1.2 after some weeks in beta.

For the uninitiated, Featureban is (and I quote) our simple, fun, and highly customisable kanban simulation game. Since its creation in 2014 it has been used by trainers and coaches in Lean, Agile and Kanban-related events the world over. Changeban was derived from Featureban and retains many similarities, which is how improvements to Changeban have ultimately benefited Featureban too.

Which to use?

  • Featureban if you’re teaching Kanban in a development context and/or want to teach Kanban metrics
  • Changeban for most other purposes

I don’t go out of my way to advertise Kanban training. No big drama there but I have other priorities now and there’s no shortage of people who can do it. However, being the author of a recommended book has its privileges and I do get asked from time to time! In accordance with my experience before explanation” mantra I always start any training with Featureban. I get to use Changeban rather more often these days – it’s a fixture at Advanced Agendashift workshops (see public workshop listings at the end of this announcement).

Key changes:

  • For Changeban, version 1.0 represented the completion of a transition from the use of coins as the source of variation to the use of cards instead (more on those in a moment). Featureban 3.0 does the same, with a transitional (coins or cards) version 2.3 and a classic 2.2 version (coins only) still available for old times’ sake in the Dropbox.
  • Affecting Featureban only, its biggest source of confusion has been eliminated. There is now no mention of pairing and gone are the well-intentioned but non-obvious restrictions that went with that; instead players may “help someone” (anyone!) if they’re out of other options. There is a small price to pay and it’s the reason for my hesitation to address the frustration: the flow efficiency calculation in the spreadsheet is now merely an estimate.
  • Changes to the slides to make both games quicker and easier to introduce. Changeban has improved in this regard even since the recent video! Thank you (once again) to Steven Mackenzie for the nudge and for your own experiments.
  • For practical reasons, it was a mistake on my part to distribute Featureban by sharing links to individual files. There’s now a single combined Dropbox folder with all the files (original sources, PDFs, and translations) for both games. Once you’re subscribed, you’ll always have access to the latest.

Cards:

Coins are not only less ubiquitous than once they were (it’s amazing how times change), they’re fiddly to handle, and they lack the replayability of cards. Trust me, once you’ve made the switch, you won’t want to go back!

Regular playing cards work well enough but I prefer to use these printed cards with the colour-specific rules on them:

These 65mm square cards were done by Moo (advertised as square business cards). We’re very happy with the results from testing but will continue to experiment with other formats. One small niggle here: the accept/reject rule shown here at the bottom of each card applies only to Changeban; this is made clearer in the most recent sources.

Open!

Featureban was one of my earliest experiments in Creative Commons licensing, and never a moment’s regret! Both games are licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit https://creativecommons.org/licenses/by-sa/4.0/.

Check out blog posts tagged open for more on our commitments in this area.

Subscribe! Collaborate!

Go to either Featureban or Changeban and request your combined Dropbox invite there. It’s not essential that you subscribe to the two individually – the folder is the same but feel free if you want to signal your interest in both.

And if you haven’t already, I would strongly recommend joining the #featureban and #changeban channels in the Agendashift Slack.


Upcoming Agendashift workshops
(Online, Stockholm, Athens, London, Istanbul, Berlin)


Leading change in the 21st century? You need a 21st century engagement model:

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