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Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
Magic and Science of Teams
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Magic and Science of Teams

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The intersection of Agile/Scrum and the Behavioural Psychology of Teams. There is a science behind building teams. This presentation outlines **some** of it.

The intersection of Agile/Scrum and the Behavioural Psychology of Teams. There is a science behind building teams. This presentation outlines **some** of it.

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Transcript

  • 1. Mark Levison! @mlevison! mark@agilepainrelief.com The Magic and Science of Teams Is there a Science of Teams?
  • 2. Stop Stumbling on Your Way to High Performance Teams
  • 3. “People Working on the Same Product but not Collaborating are Essentially Working Separate Tandem Products” –Ben Waber, People Analytics
  • 4. Myths or Facts ❖ Scrum is tool for creating a high performance teams! ❖ Video Conference Tools are as good as face to face! ❖ Coffee Breaks! ❖ Face to Face Communication Matters! ❖ Put People in Room and You get a Team! ❖ Social Talk! ❖ Constraints harm Teams! ❖ Teams need saving from Cowboy’s
  • 5. Benefits Teams form faster ication Commun Patterns Cohes ion Understand why Coffee Brea ks are importa nt se less You will lo ha ir
  • 6. Background   15  min 4  Segments   10-­‐15  min Presentation Discussion Plays   10  min Wrapup
  • 7. Your Plays
  • 8. Background
  • 9. Performance Picture: Copyright Berteig Consulting Inc. www.berteigconsulting.com
  • 10. High Performance Teams • Small number of people with • Committed to a common approach which      complementary skills. ! – Requires all team members to contribute • Committed to a common equally (effort not skill) ! purpose ! – Demands open interaction ! • Have a specific and – Uses Fact based problem solving ! challenging performance goal. ! – Uses results based evaluation ! • Mutual Accountability – Provides for modification and improvement over time ! – Seeks fresh input and perspectives systematically from outside the team Derived from “The Wisdom of Teams” ! by Jon Katzenbach and Douglas Smith
  • 11. 7 +/- 2 Go to Flip Chart - Draw out 5 and 9
  • 12. Many of our behaviours evolved pre-language and still need to be supported today. We evolved with face to face communication and participating in small groups. Bonobo’s forage in groups of 6-7 for several days foraging.
  • 13. Contubernium or Section Section - Unit of 8 recruits, Shared a tent, fought together, also **socialized, played together** - basically they did everything together. Militaries since that time have **often** had similar sized units.
  • 14. >10? ❖ Draw a flip chart n (n - 1) / 2
  • 15. Social Costs ❖ 1hr per day?! ❖ How many?! ❖ Who? Maintaining the social relationships - comes at a high cost.
  • 16. Prepare Your Play
  • 17. Prepare Your Play
  • 18. Cohesive Networks
  • 19. Cohesive Networks VS.
  • 20. Single biggest effect on productivity and stress - cohesion. About 30 times more important than experience. - Ben Waber People Analytics.
  • 21. Cohesive networks create high trust because the constant stream of information exchanged about your close contacts. This creates the high level of trust required for great teams.
  • 22. Shared Language …and Shortcuts are part of what enables a cohesive team to get work done more quickly.
  • 23. Weakness - cohesive networks share many assumptions that don’t always get challenged. They can become insular believing in themselves more than is healthy.
  • 24. Prepare Your Play
  • 25. Prepare Your Play
  • 26. Deception Lies that are commit
  • 27. Cohesive networks have additional advantage that news travels fast. When someone is having a down day that news spreads around the team rapidly. Net result they benefit far sooner from peer support and understanding.
  • 28. Neither formal corporate meetings nor chatting at desks increased cohesion
  • 29. Instead it was overlapping break time and lunches.
  • 30. What matters - having a water cooler/common coffee place. Having common breaks. Finally a longer lunch table. The longer lunch table helps because it makes it possible for a team to sit together and for a couple of outsiders to join them.
  • 31. Team Working Agreements ectives All Persp are good nch Team Lu Day Daily Scrum Time Headp hones off time Definition of Done pinions Diverse O d Welcome Scrum Teams need to establish working agreements - what can you establish to support that will help support cohesion
  • 32. Prepare Your Play
  • 33. Prepare Your Play
  • 34. Communication Patterns
  • 35. From to From Broken to Well Connected Information derived informally or by using Sociometric badges. ! Informal - tell people what you’re doing. Of the course of a few days draw simple matrix - record the number of exchanges between two people, the evenness, the flow and quality. Record using a simple table - use it draw a simple graph.
  • 36. Key Measures ❖ Energy Level! ❖ Engagement! ❖ Exploration! ❖ Content Source: The New Science of Building Great Teams. by Alex “Sandy” Pentland. • Energy level as measured by the number of exchanges among team members. An exchange is a comment with an acknowledgement. • Engagement the average energy between team members should be roughly equal. On teams where exchanges are unequal poorer decisions were made. This is especially true on distributed teams. • Exploration is conversation outside the team - most important for creative teams (i.e. all of software development) which need a regular dose of fresh perspectives • The content isn’t as important as the fact the conversations happened.
  • 37. Story about a German bank where the communication among team members was almost entirely over email. Their goal was to a launch a new product and the results were considered disastrous. Video discussions are count to some degree but not anywhere near as much
  • 38. Qualities ❖ ~35%! ❖ 1 on 1! ❖ Whole Group • 35% of variation in team performance account for by number of face to face exchanges. • 1 on 1 or very small group - in depth • Whole Group - brief to the point statements • Rough balance between whole group and one-on-one
  • 39. Social Time Social time accounts for more than 50% of positive changes in communication patterns. Conversations happened on breaks at water cooler, coffee machine and in the lunch space. Back to those long lunch tables. Sadly beer at the pub and formal organized offsite events had limited effect. ! Many of the conversations were not about work. Non work conversations helped to build trust. Sadly some organizations discourage conversations outside of work.
  • 40. Prepare Your Play
  • 41. Prepare Your Play
  • 42. Isolated? Why? • Are they trying to contribute and being ignored • Do they cut off others? Do they discourage listening? • Do they only talk to one other team member? • Do they face other people in meetings or try to hide physically? • Do they speak loudly enough? • Is someone else in their team dominant? • Do their peers consider them competent?
  • 43. Coach The Team …not the individuals
  • 44. Tactics ❖ Seating! ❖ Model! ❖ Feedback! ❖ Change Membership?
  • 45. Prepare Your Play
  • 46. Prepare Your Play
  • 47. Perform
  • 48. References ❖ “People Analytics” - Ben Waber! ❖ “The New Science of Building Great Teams” Alex “Sandy” Pentland! ❖ “The Wisdom of Teams” - Jon R. Katzenbach and Douglas K. Smith ! ❖ ❖ “Leading Teams” - Richard Hackmann! “The Wisdom of Teams” - James Surowiecki

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