Refactoring Social DNA in Business Teams Through Scrum
Outline/structure of the Session
The session will consist of context setting, workshop and closing.
Context Setting (10 minutes)
• 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
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?
• 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.
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.