Agile Leadership and self-organization workshopAndrea Provaglio
schedule 1 year agoSold Out!
ExecutiveWe know that self-organization is a critical aspect of every successful Agile project; we also know that it’s based on trust, respect, openness and responsibility. So, why so many teams have such a hard time to fully achieve it?One reason is that self-organization changes the leader/team dynamics and the teammate/teammate ones. Resistance to this change may arise in different ways and the source is frequently rooted in mental models, such as: a latent blaming culture; confusing guidance and command; fear of taking responsibility or losing status; unconscious agendas; and, in general, not sharing the same goal.Another reason is that self-organization requires that leaders think about the team and about the development process in a culturally different way, compared to the industrial (a.k.a. Waterfall) approach that the IT industry has been practicing for so long.The industrial approach requires that things happen in a linear, predictable and standardized way, but this thinking is largely inadequate for the products we create, for the way we create them and for the complexity that we find in many software development projects. Effective self-organization becomes, then, a step forward in a better direction.In software development, people are interconnected not just by means of their institutional roles but also by interactional and influential relationships, which all together create a web of very articulate dynamics.For self-organization to really happen and manifest, these dynamics need to be clear and, also, we need to understand those factors that may block the interaction and commitment of the people participating in the project.I started giving this workshop a few years ago and it gradually changed from a frontal presentation to a highly interactive group work, with the intent of showing people first-hand how self-organization can actually be supported and put into practice.
Using Socio-technical Systems theory for self-organized teamsVijaya Devi
schedule 1 year agoSold Out!
One of the core aspects of Scrum is self-organizing teams that deliver software in small iterations called sprints. For those who try to move from traditional development models to Agile, one of the major challenges is forming self-organizing teams. The sprint teams are truly cross-functional teams that choose the best way to do their work without being directed by others from outside.
Are there any design principles or theoretical frameworks that can help us go about forming such teams ? What would be the desired design for team structure and control? If such teams are meant to be more "open" for customer collaboration and adaptive to environmental changes, what are the design criteria one should apply? How can the team regulate itself and make decisions concerning its own work arrangements?
Socio–technical systems theory offers to answer such questions as what is the fundamental unit of work design (individual or team), where should the locus of control be, what are the conditions for self-organizing teams to form (task differentiation, boundary control and task control), etc
Socio–technical systems(STS) theory is a body of theoretical and empirical work which seeks to improve productivity and human enrichment by focusing on the inter dependencies between people, technology, and environment. A definitive outcome of this theory is the development of self-organizing work groups.
STS theory defines work systems as having both technical and social subsystems. A technical subsystem concerns the tools and processes that are needed to create products and services. The social subsystem concerns the work structure that relates people to the technical subsystem and to each other.
This session is about throwing light on the theoritical basis of self-organizing groups, which is STS, and how using this knowledge of this theory, organizations can build self-organizing teams which are effective and successful.