Prague Agile Kitchen, Self-organizing teams

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Presentation from Prague Agile Kitchen. Which problems can be related to directive approach? What are the advantages of the self-organizing teams? What are the risks? And finally - how to archive team self-organization?

Leadership & Management

Self-organizing
teams,
what and how
Tatsiana Trubilka, T-Mobile
Vasilij Savunov, ScrumTrek

Directive Approach
• Well known and simple to understand
• Manager is a key player
• Uses external motivation
• No “fine tuning”
External combustion engine

Problems with Directive Approach
• Manager is not always an expert
• Manager becomes a bottleneck
• Micro-management
• Low bus factor

Internal combustion engine
They Self-Organized!

Attributes of Self-Organizing Teams
• Common goal
• Supportive context
• Collaboration
• Mutual responsibility
• Diverse skills
• Continuous improvement

Main Risks
• Wrong direction
• Team dynamics
• Personal KPIs
• We are the best!
• Divergence between team’s and company goals

Retrospective
• Goals and priorities
• What helps us?
• What holds back?
• Reveal problems
• Find solutions
• Plan first steps
• Agreement, commitments

Five Dysfunctions of a Team
invulnerability
artificial harmony
ambiguity
low standards
status and ego

Overcoming the Five Dysfunctions
1. LACK OF TRUST
Practices:
• Be more vulnerable
• Personal history exercise
• Team effectiveness exercise
• Myers-Briggs Type Indicator®
• 360 degree feedback

A Key to Team Success
Google’s Project Aristotle:
2 years research on 180 teams

Overcoming the Five Dysfunctions
2. FEAR OF CONFLICT
Practices:
• Explanation
• Conflict-mining
• Control the level
• Thomas-Kilmann conflict mode Instrument

Overcoming the Five Dysfunctions
3. LACK OF COMMITMENT
Practices:
• Review key decisions
• SMART
• Clear deadlines
• Decisions in low-risk situations

Overcoming the Five Dysfunctions
4. AVOIDANCE OF ACCOUNTABILITY
Practices:
• Publication of goals and standards
• Simple regular reviews
• Team rewards

Overcoming the Five Dysfunctions
5. INATTENTION TO RESULTS
Practices:
• Public declaration of results
• Results-based rewards

Decision Making
• Do not give the team
ready solutions
• Use open questions
• Let them make THEIR
decisions

Situational Leadership
TELLING
SELLINGPARTICIPATING
DELEGATING

Action Plan
• Build trust
• Communicate common vision
• Engage the team into … and ways
• Focus on team results
• Start regular retrospectives
• Develop the team through open questions
• Help team with facilitation
• Celebrate
• Feedback from the customer/user

vsavunov@scrumtrek.ru
tatsiana.trubilka@gmail.com
THANK YOU!
https://www.meetup.com/Agile-Kitchen/http://scrumtrek.ru

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Prague Agile Kitchen, Self-organizing teams

1. Self-organizing teams, what and how Tatsiana Trubilka, T-Mobile Vasilij Savunov, ScrumTrek

2. Directive Approach • Well known and simple to understand • Manager is a key player • Uses external motivation • No “fine tuning” External combustion engine

3. Problems with Directive Approach • Manager is not always an expert • Manager becomes a bottleneck • Micro-management • Low bus factor

4. Shopping Mall

5. Internal combustion engine They Self-Organized!

6. Attributes of Self-Organizing Teams • Common goal • Supportive context • Collaboration • Mutual responsibility • Diverse skills • Continuous improvement

7. Main Risks • Wrong direction • Team dynamics • Personal KPIs • We are the best! • Divergence between team’s and company goals

8. How to Achieve RETROSPECTIVE TRUST

9. Retrospective • Goals and priorities • What helps us? • What holds back? • Reveal problems • Find solutions • Plan first steps • Agreement, commitments

10. Five Dysfunctions of a Team invulnerability artificial harmony ambiguity low standards status and ego

11. Overcoming the Five Dysfunctions 1. LACK OF TRUST Practices: • Be more vulnerable • Personal history exercise • Team effectiveness exercise • Myers-Briggs Type Indicator® • 360 degree feedback

12. A Key to Team Success Google’s Project Aristotle: 2 years research on 180 teams

13. Overcoming the Five Dysfunctions 2. FEAR OF CONFLICT Practices: • Explanation • Conflict-mining • Control the level • Thomas-Kilmann conflict mode Instrument

14. Overcoming the Five Dysfunctions 3. LACK OF COMMITMENT Practices: • Review key decisions • SMART • Clear deadlines • Decisions in low-risk situations

15. Overcoming the Five Dysfunctions 4. AVOIDANCE OF ACCOUNTABILITY Practices: • Publication of goals and standards • Simple regular reviews • Team rewards

16. Overcoming the Five Dysfunctions 5. INATTENTION TO RESULTS Practices: • Public declaration of results • Results-based rewards

17. Decision Making • Do not give the team ready solutions • Use open questions • Let them make THEIR decisions

18. Situational Leadership TELLING SELLINGPARTICIPATING DELEGATING

19. Action Plan • Build trust • Communicate common vision • Engage the team into … and ways • Focus on team results • Start regular retrospectives • Develop the team through open questions • Help team with facilitation • Celebrate • Feedback from the customer/user

20. vsavunov@scrumtrek.ru tatsiana.trubilka@gmail.com THANK YOU! https://www.meetup.com/Agile-Kitchen/http://scrumtrek.ru

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