The document discusses the dynamics of high-performance teams and references Tuckman's team phases and the five dysfunctions of a team as outlined by Patrick Lencioni. It emphasizes the importance of flexibility, transparency, and individual autonomy in team formation and project selection to enhance performance and drive motivation. Key takeaways include clarifying code ownership and ensuring some level of homogeneity among team members while avoiding large-scale changes.

1. Dynamic TEAM
setups
Source: https://flic.kr/p/dGGmr8

2. HIGH
PERFORMANCE
TEAMS
Source:https://flic.kr/p/PLKR

3. TUCKMAN TEAM PHASES
Tuckman
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

4. 5 DYSFUNCTIONS OF A TEAM Patrick Lencioni
5 dysfunctions
of a team
RESULTSinattention to
ACCOUNTABILITYavoidance of
COMMITMENTlack of
CONFLICTfear of
TRUSTabsence of

5. HIGH
PERFORMANCE
TEAM?
Source:https://flic.kr/p/PLKRz
?Did you work
in a

6. Are long running
teams REALISTIC?
FLUCTUATION
43.000 open IT positions (2015/09)
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7. Are long running
teams REALISTIC?
BRAND
BUILDING
PROJECTS
CERTIFICA
TIONS
TEAMS
MASTERY
Source:https://flic.kr/p/7fZcNV

8. Are long running
teams REALISTIC?
TEAM
DEVELOPMENT
TEAM
EXPERTSvs
expensive scientific
recruiting
Source:https://flic.kr/p/5DRGZs
https://pixabay.com/photo-1345490/

9. Are long running teams REALISTIC?
COMPLEXITY
flexibility
&
Source:https://pixabay.com/photo-1121073/
https://flic.kr/p/bmfQ6c https://flic.kr/p/5K5nr2
adaptability

10. Starting point

11. Source:https://pixabay.com/photo-1121073/

12. & &
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Source:https://pixabay.com/photo-643415/

13. x 30
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14. AGILE 2011
SCRUM
&
KANBAN
SCRUMBAN
Source:https://pixabay.com/photo-1247796/

15. PEOPLE SELECT
PROJECTS
PROJECTS SELECT
TEAMs
CAPACITY & CAPABILITY DRIVEN

16. Drive by Dan Pink
Source:https://flic.kr/p/eg6UKv
AUTONOMY
MASTERY
PURPOSE Source:https://flic.kr/p/8uWNWD
Source:https://flic.kr/p/awLW6k
3 pillars of INSTRINSIC MOTIVATION

17. Our experience - idealo’s way
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18. What did we do
Top-
Down?
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Contin-
uous,
strategic
planning Desired
projects
Required
capacities
& skills

19. What did we do
Bottom-
Up?
Source: https://flic.kr/p/pxJ3o5
Transpa-
rency on
goals &
projects Self-selec
tion
Team
formation
&
individual
exchange

20. 03/2015

21. 03/2015 07/2015

22. 03/2015 07/2015 09/2015

23. 03/2015 07/2015 09/2015 05/2016

24. 03/2015 07/2015 09/2015 05/2016 08/2016

25. Change needs
Leadership
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26. Advantages
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27. Advantage:
Flexibility in
size
Source: https://flic.kr/p/5Qnvya

28. Advantage:
Flexibility in
time
Source: https://flic.kr/p/awA4qB

29. Advantage:
Standardization
Source: https://flic.kr/p/82tSW5

30. Advantage:
Personal
development
AUTONOMY
PURPOSE
MASTERY
Source: https://flic.kr/p/6N72iH
Source: https://flic.kr/p/8uWNWD
Source: https://flic.kr/p/eg6UKv
Source: https://flic.kr/p/awLW6k

31. Key take-aways
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32. Take-away #1:
Clarify code
ownership
Source: https://flic.kr/p/u8YEtS

33. Take-away #2:
Some
homogeneity as
precondition
Source: https://flic.kr/p/82tSW5

34. Take-away #3:
Avoid Big
Bang
Source: https://flic.kr/p/mgvhaG

35. Take-away #4:
Management
guidance
Source: https://flic.kr/p/6sWz8q

36. Take-away #5:
Purpose drives
people
Source: https://flic.kr/p/awLW6k

37. Does that
SCALE?
Source: https://flic.kr/p/oXuR28

38. Thank you!
Sebastian Radics Jan Hegewald
Dynamic
TEAM
setups
agil-gefuehrt.deontheagilepath.net
@janhegewald@SebastianRadics