After we adopt Agile and Scrum in 2014, we found there are more and more communications for product development and team development.

To make our communication more effective, we invited experts to conduct facilitation training to our staff to improve efficiency and quality of our communication in early 2016.

However, the following challenge is the implementation of organizational tasks
related to recruitment, training and public affairs were easily neglected after facilitation process.

Facing this challenge, the next thing we tried is the framework of Sociocracy in 2017.
The circle structure and double-linking formed, and driving the execution of organizational tasks.

(Complete story of Titansoft's experiments from Agile to Sociocracy is in the book BOSA nova, sharing by Yves Lin)

During the try of Sociocracy, I took part in facilitating the election of roles for circles, and experienced Sociocracy’s impact on us.

In this talk, I will share some basic idea of Sociocracy, the practices we have tried, and the impact of this try in our Scrum teams.

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Outline/Structure of the Talk

1. Basic idea of Sociocracy.
2. How we try Sociocracy for scrum teams.
3. Impact of trying Sociocracy for scrum teams.

Draft of the slides in the "slides" link, and the "Video" covers some ideas I want to share.

Learning Outcome

Knowing the practice and impact of how a dev department apply sociocracy to Scrum teams.

Target Audience

Anyone interested in how dev department apply Sociocracy to Scrum teams.

schedule Submitted 4 days ago

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    Throughout my career, I have experienced many different kinds of business situations. I have to work with different teams to solve different problems. To me, the meaning of a team is just a resource. My job and my specialty is to achieve business goal by arranging different resources. I thought I was really good at that.

    After joining Titansoft in 2013, I found I was wrong and a whole new world started.

    In the past 7 seven years, I worked with different teams as different roles, product owner, scrum master and team member. I had great opportunities to reacquaint a team from different perspectives.

    Our original intention is not to build a self organizing team, the business world becomes more challenging and more difficult. We worked very hard and tried many different ways to help teams to have abilities to make quick reaction to the rapidly changing world .Then I realized that we are on the long way to be a self organizing team.

    Change is never an easy thing, especially for an organization. The change means huge cost and turmoil. The change may cause serious damage to the organization, but it also gives us the opportunities to learn from the failure.

    I was very lucky and happy to have a great chance to work with teams. To experience the journey together to become a better team everyday. We suffered a lot, but we also learned a lot. When I look back, the most important thing I learned from it is the self organizing team is not just an idealized theory, you have to find out the WHY and your own way to practice it in your organization.

    It will be your journey, your adventure.

    I would like to share the stories of our journey with you, the stories about what do we experience in building a self organizing team, the stories about pains and gains.