Refactoring Social DNA in Business Teams Through Scrum

Scrum has proven very capable in software delivery but can the Scrum framework transform business teams from mere groups of people into high performing teams? The answer to this question is a decisive Yes!
However, why does Scrum work for non-IT teams? And why is Scrum universally transferable? Those answers lie in how Scrum changes the team’s social DNA.
We will take a practical look at how the social DNA of a team is modified, and investigate this topic through the lens of Elinor Ostrom’s Nobel Prize winning Institutional Analysis and Development (IAD) framework. The IAD framework provides a complementary understanding of a typical Scrum transformation, especially regarding the social interactions among team members. We will provide guidance on such basic questions as what social interactions exist, how does Scrum alter these interactions and why is Scrum transferable outside of software? Like software development teams, business teams outside of technology may struggle with cohesion, collaboration and culture. Scrum applied to these business teams repeatedly improves their performance and transforms their culture through reprogramming the teams’ social DNA. In this highly interactive presentation, we explore together how Scrum creates the necessary social opportunities and reshapes the social interactions critical to successful work teams.
Anthony has successfully applied Scrum in accounting, finance, operations and sales related teams to surge productivity, improve service levels, build high performing teams and transform culture. Anthony has implemented Scrum in eight (8) non-technology teams over the past 3-years and coached these teams to significant gains in productivity, transparency and social accountability. Anthony first introduced Scrum to a non-technology team in 2011 and presented at the Global Scrum Gathering - Paris 2013 regarding non-technology adoption, Rogers' diffusion model, the alignment of the IAD framework with Scrum and further shared case study results.

Outline/Structure of the Workshop

The session will consist of context setting, workshop and closing.
Context Setting (10 minutes)
    •    Introductions
    •    The traditional definition of groups, teams and self-directed teams.
    •    The traditional attributes of teams.
    •    What does a successful team look like? What does a poor team look like?

Workshop (40 minutes)
    •    Via audience participation and exercise, explore the IAD framework.
    •    Review the IAD framework and how the seven (7) elements act as positive or negative levers in team performance.
    •    Map the IAD elements to the Scrum ceremonies, roles and artifacts to understand how each complements the other.
    •    Identify how to practically adapt the IAD framework elements to a real Scrum team situation.
    •    Review participants shared experiences regarding social interactions and how Scrum modified them.

Closing (10 minutes)
    •    Actual results related to cohesion, collaboration and culture improvements.
    •    Final Questions
Presentation Mechanics
Session exercises for participant interaction include:
    •    Participants reflect and write – What great teams have you encountered? What bad teams have you encountered.
    •    Lecture/Recall of Prior Knowledge – Attributes of groups, teams and self-directed teams in accordance with literature.
    •    Participants are introduced to the case study context, history and problems, and asked to analyze / discuss it at their table.
    •    Participants pair share – What makes a good team and what hinders a team?
    •    Think and write – What are some examples of bad social interactions in the workplace?
    •    Lecture – The 7 elements of Elinor Ostrom’s Nobel Prize winning Institutional Analysis & Development framework, and how those seven (7) elements can act as positive or negative levers in team performance.
    •    Learning Stations – By table, participants use a blank IAD framework template to fix various elements, artifacts, ceremonies, roles and other items to the framework. Each table has discussion questions regarding positive and negative attributes of those IAD elements. For example, a highly political organization could negatively influence the IAD community element.
    •    Learning Stations – Participants then answer discussion questions regarding how their respective Scrum elements could influence that specific IAD element.
    •    Let’s Trade – How can knowing about the IAD framework help organizations / teams succeed with Scrum adoptions?
    •    Shout out – Which IAD element is most influenced by Scrum and why?
    •    Case examples – Participants are introduced to actual team results, including hard metrics and self-reported morale / cultural enhancements, and asked to analyze / discuss it at their table.
    •    Next steps – How has this session influenced your perception of Scrum as a social tool and in business?

Learning Outcome

Cognitive Outcomes:
    •    As a session attendee, I want to learn about mapping and applying the IAD framework to real-life Scrum adoption in business teams, so that I can recognize similar opportunities for social refactoring in other teams.
    •    As a session attendee, I want to leave this session with a new IAD framework tool, so that I develop a deeper understanding of how the Scrum framework shapes the social interactions in technical and non-technical teams.

Target Audience

This presentation is suitable for coaches, scrum masters, project managers, managers, directors, executives or anyone else desiring to help business teams improve; or for anyone that desires a deeper understanding of how Scrum modifies a culture.

schedule Submitted 5 years ago