Working On Agreement
This story of self-discovery traced the journey of a team of geographically dispersed and culturally diverse people. He highlighted the process of discovering hidden obstacles to create a better working environment for their team. They reached an aha moment that helped two distant groups join forces and work together as a team. Their agreement was formally rooted in the team`s culture, with a series of working arrangements connecting them. The table below summarizes what I learned as a coach. Creating an agile teamwork agreement should be a collaborative process. As I mentioned earlier, there are many ways to do this, and I`m just going to describe a path that has worked well for our teams. When you think about making this process easier, ask yourself, «What is your team most comfortable with when it comes to collaboration?» At Crema, it is now a standard that we use a virtual whiteboard (even if no one joins remotely), called Miro. Using a product like Miro can be useful because of the variety of features such as voting, reply, timer, etc. However, you can use a collaborative document like Dropbox Paper, regular sticky notes, or even a physical whiteboard to anchor discussions. It`s really up to you. First, set the context for working arrangements with your team. As a group, you can use whiteboards (physical or numeric), sticky notes, spreadsheets, or flip charts.
These agreements are created by teams and the Scrum Master facilitates the meeting, and they are preferably created/reviewed during Sprint 0 of each release. Once the whole team is clear about what each post-it note means, ask them to rate each standard on the next scale. Thumbs up (👍🏼) for full consent, neutral face (😐) for questions or thumbs down (👎🏼) for disagreements. Here is the trap with rejection; If someone disagrees, they need to suggest something better. Work modalities are often used in the context of agility, but can be used by any team. Through the work agreement process, teams are made more aware of the interaction between individuals. To keep the discussion on track, use moderation techniques such as the fist of five to reach consensus between all working arrangements. Creating a working agreement is similar to creating test cases, you think about all the different scenarios that are important, and then start thinking about peripheral cases. Some important aspects of this brainstorming session are that the work agreement should be accessible to all team members, some teams print their work agreement and proudly display it in the workspace, some teams keep it digitally in a repository no matter what you want to do to make sure it`s easily accessible and maintainable. Work agreements describe positive behaviors that are fundamental, but are often not automatically demonstrated in team processes.
For example, an agreement could be, «We all agree to participate fully.» Agreements are the driving force behind the group. Elements of the work agreement must be published publicly so that they can be easily searched throughout the team process. Table 2. Questions the team answers to reach a working agreement The team compiles all the individual agreements into the work agreement and displays them on the wall of the team room. In the months that follow, team members slowly get used to reminding their colleagues of behaviors that don`t respect the agreement. Every few sprints, Steve asks in a retrospective: «Is this still our working arrangement? Is there anything you want to change? The list evolves as team members find other areas where they see benefits. After six months, they are much more able to cope with tense problems within the team or when the pressure from the outside increases on them. The short answer to «When should my team create an agile teamwork agreement» is now (if you don`t already have one). . .