Agile Team Frustrations - The Science Behind the Fuzzy Stuff
We know that fulfilled employees are engaged, happy and inspired…and inspiring!
Fulfilled work should not be an anomaly to be looked upon from the outside looking in, but the normal way we engage at work. How do we do this, especially in a team environment?
We all need to learn how to build psychological safety and trust in our teams. Psychological safety is an emergent quality that develops over time, so it is important to know that every interaction you have with your team either builds trust or erodes it.
In this session we will explain how Agile can be used to create effective teams by leaning on Cognitive Behavioral and Family Systems theories, explaining the science behind psychological safety, and giving you the tools you need to shift that suboptimal team dynamic.
Outline/Structure of the Talk
The Agile Promise - Did it fail us?
Map Those Emotions - The Agile Quadrant
What is Emergent Culture? - The Science of Fuzzy Feelings
How the Agile Framework Fosters Generative Teams
Family Systems Theory - The Science Behind Team Dysfunction
When Team Dynamics Fail Us – Activity
In this session, you'll learn how to:
- Identify the root cause of your team's frustrations
- Adjust your team framework to foster a healthier dynamic
- Understand how to curate a productive and psychologically safe culture
- Recognize the behaviors and language that erodes trust
All Levels - Especially if you're frustrated with Agile!
schedule Submitted 2 years ago
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Over the years as an Agile practitioner, I've seen mindsets change on Agile and what it should and shouldn't be used for. The good news is that the 'shouldn't be used for' list continues to go down. In fact - I'm encouraged by the trend from 'should not' to 'could' to 'absolutely should' - when it comes to applying Lean and Agile.
But over that same time period, I've watched a number of organizations, populated with very smart, creative and passionate people, struggle with their own Agile journeys. Subsequently, I've spent a lot of time working with those organizations and introspecting on my own and with my team.
"How do we make the Agile transformational journey more efficient, fruitful and more enjoyable for everyone?
Ironically, the way most organizations look to start or advance a stuck Agile journey is to seek out a formula or 'best practices' to road-map their enterprise plan. Potentially you cringed as much as I did as I wrote the last sentence. Specifically, taking a plan-based approach to move away from a plan-based approach is an anti-pattern and somewhat the antithesis of the Agile mindset.
So what should we do?
The best way to speed up your Agile journey is not by reading articles, books, blog postings, attending conference sessions ;-) or to seek some kind of formula to put together a plan. While those things can educate and even inspire, they maintain the slower path - albeit one that generally 'feels safer' for some.
A far better prescription is to follow an approach to the Agile journey that is in itself - Agile.
While that may seem intuitive, there are also implications to 'how' you approach the challenge from an organizational perspective. The classic approach to 'train the development team' and everything else follows is prone to stalling for a variety of reasons.
This session will explore both an Agile / Lean approach to 'Enterprise Agile Transformation' but also take a look at where to best start and how to progress more effectively in that transformation. Notice that I quoted 'Enterprise Agile Transformation' because there are some clues in the name that help us truly map out a far more effective and enjoyable approach to moving along your Agile journey.
I promise you that this session will provide some concrete 'ah-hah' moments that in retrospect will not only make lot's of sense, but also be very pragmatic and do-able.
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So I'm on this team that's supposedly Agile, but …
- Our daily scrum goes 45 minutes
- Somebody else plans our sprints
- We don't have retrospectives
- We don't do sprint reviews
- My team has 25 people
- We've got 6 Product Owners
- Stories are assigned by the Scrum Master
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