One of the 12 principles behind the Manifesto for Agile Software Develop is: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. This adjustment of behavior can take many forms: from stopping a practice that is not fruitful to simply doing more or less …
Hawthorn, Goodhart and Friedman Walk Into an Agile Team Room – What Happens Next Will Amaze You… Velocity is one of the most commonly used agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a …
Has the team’s daily stand-up lost a bit of freshness? How might you know? See if you can detect any of the following indicators:
No one seems to be listening to anyone else
Someone is giving waaaaaay too much detail
People are just reporting status: “I’ve been doing my job”
Lack of peer accountability
General dearth of energy
In his timeless book The Five Dysfunctions of Team Patrick Lencioni writes: “When people are completely truthful with one another, an amazing dynamic is created.” So why then is it so damn hard to be truthful with each other? Let’s start by attempting to have a shared meaning of “Truth” Truth …
Think about your organization or work unit. Do they value innovation and employee participation? If you believe the answer is “yes,” read on.
On the other hand, if your organization is truly cursed by silence, and the risk of speaking up far exceeds the value, if you can’t quite decide between apathy or silent resistance, you can skip ahead to the conclusion!
Breaking the hard-trodden soil of silence at the worker-bee level will not be an easy task. It will take a great deal of courage, resilience, and vulnerability. It will also be tough to plow alone. That’s where alliances come in. Let’s work through all of this, one row at a time.