10. Emily Webber
Time spent context switching between projects
0
5
10
15
20
25
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x x
x x
x
x
1 1.25 1.5 1.75 2 2.25 2.5 2.75
Hours
spent
on
context
switching
Average number of projects per week
Impact of task switching and work interruptions on software development processes. Tregubov, Alexey & Boehm, Barry & Rodchenko, Natalia & Lane, Jo. (2017)
11. Emily Webber
Time spent context switching between projects
0
5
10
15
20
25
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x x
x x
x
x
1 1.25 1.5 1.75 2 2.25 2.5 2.75
Hours
spent
on
context
switching
Average number of projects per week
Impact of task switching and work interruptions on software development processes. Tregubov, Alexey & Boehm, Barry & Rodchenko, Natalia & Lane, Jo. (2017)
16. Emily Webber
“Team members align themselves with their
management structure or functional leadership as
their primary identity, instead of their business or
customer value stream, making it easier for teams to
assume an “us” versus “them” posture.”
From martinfowler.com/articles/bottlenecks-of-scaleups/03-product-v-engineering.html –
Rick Kick and Kennedy Collins
20. Emily Webber
“The objectivity of a data-driven
approach means that it can lead
insights that drive success without any
restricting factors or pre-conceptions…
a robust, replicable process rather than
personal opinion or convenience.”
Data led
whitehatanalytics.co.uk/wp-content/uploads/2020/09/Whitehat-Analytics_Five-steps-to-becoming-a-data-driven-organisation.pdf
30. Emily Webber
“Isolation tested our sense of identity
because it limited our access to
in-person social feedback. “
4 Ways That the Pandemic Changed How We See Ourselves: Nayantara
Dutta https://time.com/6165501/pandemic-changed-identity-research
34. Emily Webber
"In a wicked world, relying
upon experience from a
single domain is not only
limiting, it can be
disastrous.”
David Epstein
Range: Why Generalists Triumph in a Specialized World
Emily Webber
Photo
from
ted.com
37. Emily Webber
"When people work together
under the right
circumstances, group
models are much better
than individual models.”
Tom Wujec
Got a wicked problem? First, tell me how you make toast
Emily Webber
Photo
from
ted.com
38. Emily Webber
One group
holding the
power
In-team silos
Reinforced
professional
protectionism
Three symptoms of these anti-patterns
41. Emily Webber
Create “one team” at all levels
martinfowler.com/articles/bottlenecks-of-scaleups/03-product-v-engineering.html
- Rick Kick and Kennedy Collins
42. Emily Webber
First team principle
“leaders prioritize supporting their
fellow leaders over their direct reports
—that they are responsible to their
peers more than they are to their
individual or “Second” teams.”
Five Dysfunctions of a Team Patrick Lecioni
45. Emily Webber
Definitions of conceptual models of team-working
Multidisciplinary teams
Members may have separate
but interrelated roles and
maintain their own
disciplinary boundaries.
—
Additive, not integrative.
Interdisciplinary teams
Members may blur some
disciplinary boundaries but
still maintain a discipline-
speci
fi
c base.
—
Teams integrate closer to
complete a shared goal.
Transdisciplinary teams
Team members share roles
and goals. They share skills,
allowing others to learn as
well as acquire new skills.
—
A more blended team that
shares objectives and many
core skill sets as required to
achieve their overall goal.
Taken from: Graham Ellis and Nick Sevdalis (2019) Understanding and improving multidisciplinary team working in geriatric
medicine. Age and Ageing; vol. 48: 498–505 doi: 10.1093/ageing/afz021.
47. Emily Webber
Forget the Pecking Order at Work | Margaret Heffernan Emily Webber
“Companies don't have
ideas; only people do. And
what motivates people are
the bonds and loyalty and
trust they develop
between each other. What
matters is the mortar, not
just the bricks.”
51. Emily Webber
Capability comb
Recognise what people bring
to a team, while building
empathy, trust and
opportunities to collaborate
emilywebber.co.uk/team-exercise-building-empathy-and-understanding-with-the-capability-comb/
52. Emily Webber
What do you want to
bring to the team?
1. What are my superpowers
2. What am I good at
3. What can I do (with support)
4. What am I starting out with
53. Emily Webber
Capability comb:
Use these combs to recognise what people bring to a team
emilywebber.co.uk/team-exercise-building-empathy-and-understanding-with-the-capability-comb/
55. Emily Webber
Only by true collaboration, empathy
and shared responsibility will we be
able to work as teams and create
things that make everyone happy.
56. Emily Webber
The Team Onion is a model
to keep teams small, break
down silos and create
shared responsibility across
team boundaries.
teamonion.works