Tag: team

Decider

Decisions can be overwhelming, especially when there’s a lot at stake. But what if there was a structured way to cut through the uncertainty? The Decider method, introduced in Software for Your Brain by Kenrick Cleveland, offers just that—an efficient, logical framework for making smart choices. At its core, the Decider method is about breaking…
Social loafing

You probably haven’t heard of Max Ringelmann and his observations on ‘puling a rope’. Yet, it has an important meaning in group dynamics. Social loafing is a phenomenon where individuals exert less effort when working in a group compared to working alone. This behavior often stems from the perception that one’s contributions are less noticeable…
Working out loud

Here is a work strategy for thriving teams, since “working out loud” requires a certain level of trust among the team members. “Working out loud” is a transformative approach to collaboration and knowledge sharing that involves openly sharing work progress, ideas, and learning processes. This method encourages transparency and connectivity within teams and organizations. By…
Dance with the system

Nothing describes an effective approach to handle complexity better than “dance with the system”. The first time I heard this expression was from Jurgen Appelo in his book “How to change the world” ² “Dance with the system” is a metaphor used to describe an adaptive and fluid approach to managing complex environments. In such…
Drama triangle

If you believe this pattern just applies in therapy: it happens in teams and organisations. All the time. And we don’t notice it. so having the drama triangle in mind, can solve many stuck conflicts at work. In work teams, navigating interpersonal dynamics is essential for fostering collaboration and achieving common goals. However, when communication…
Do-ocracy

This powerful culture thrives in organisations with active trust and respect, where people take responsibility. It’s similar to the pattern “better to beg for pardon than to ask for permission“. Do-ocracy, a term derived from “do” and “democracy,” is a concept that emphasizes action and initiative over formal hierarchy or decision-making processes. In Agile environments,…
ROTI

For me, the ROTI is the fastest and most effective feedback I can imagine. It takes literally seconds! Applied inspect and adapt at it’s best 🙂 Return on Time Invested (ROTI) is a simple yet powerful tool used in Agile retrospectives to measure the effectiveness of team meetings and identify areas for improvement. Unlike traditional…
Chinese whisper

From my childhood on, the game “chinese whisper” was an essential game at childrens birthday parties. What often ends up in a loud laughter, the effects of chinese whisper in organisations could turn out in severe problems. In Agile teams, effective communication is essential for collaboration and productivity. However, the “Telephone Game” effect, where messages…
Tribal leadership

This book was a kind of eye opener to me – how personal beliefs influnce the cooperation in teams and organisations. At the heart of Tribal Leadership is the concept of “tribes,” which refers to the social groups or communities that form within organizations. The authors identify five stages of tribal culture, ranging from “Stage…
Team health check

In agile environments, the health and effectiveness of teams are crucial for delivering value and achieving success. Team Health Checks are valuable tools used to assess and improve the well-being and performance of Agile teams. So let’s have a look into some popular approaches to Team Health Checks and their benefits. One common method is…
Dunning Kruger effect

Ever heard of the bank robber who thought lemon juice on his face would make him invisible to security cameras? And now you might ask yourself how this was the origin of the dunning Kruger effect? 🙂 Professor David Dunning red a newspaper article about this sub-clever bank robber ² and started to set up…
MoSCow

The MoSCoW technique is a simple prioritization tool commonly used in project backlogs to categorize requirements based on their importance. The acronym stands for Must-haves, Should-haves, Could-haves, and Won’t-haves, representing four levels of priority. Firstly, identify the must-have features or requirements that are essential for the project’s success. These are non-negotiable and form the core…
Priming

I admit, priming is something I often use, and in most of the situations unconsciously. And I observe this pattern in my peer group as well. Priming is a psychological phenomenon that influences our thoughts and behaviors by exposing us to certain stimuli. In the context of decision-making in teams, priming plays a significant role…
Skin in the game

tl;dr: Sharing the burden of risk in big decisions is crucial. It promotes fairness, streamlines business, and helps manage risk. Moreover, on the long run it fosters a deeper understanding of the overall situation. Coined by renowned investor Nassim Nicholas Taleb², this concept refers to having a personal stake or investment in a venture, beyond…
Net negative producing developer

This blog post is about an anti pattern – and on top contains another anti pattern in itself (in my opinion). So what is a net negative producing developer? Originally described by G. Gordon Schulmeyer in the early 90’s, it’s basically a member of a (software) team whose contributions to a project result in more…
Pairing

(Spoiler alert: the secret benefit of pairing is better understanding and cooperation within the team.)I think you all know pair programming or even mob programming – maybe you do it regurarly in your team. But did you try pair writing or pair tasking in general? If you yet didn’t hear about pair programming: it’s a…
RACI matrix

Honestly, I wasn’t sure whether to include this approach in a blog about complexity and agile transformation. Yet, the RACI model can help oraganizations to organize their basic structures when it comes to responsability. RACI stands for Responsible, Accountable, Consulted, and Informed. It’s a framework for assigning roles and responsibilities to each task within a…
Dynamic facilitation

Ever heard of dynamic facilitation? It is a powerful method for facilitating group discussions and problem-solving sessions in a dynamic and innovative way. Unlike traditional facilitation techniques that rely on predefined agendas and structured processes, Dynamic Facilitation embraces uncertainty and encourages participants to explore complex issues openly and creatively. At the heart of Dynamic Facilitation…
Multi project myth

This insight is another classic fallacy. Jerry Weinberg wrote in his book “Quality Software Management: Systems Thinking” about the fact that the more parallel projects lead to less overall performance! While it may seem intuitive to tackle several projects at once to maximize output, the reality is that spreading resources too thin can lead to…
Slack time

As far as I know, Google didn’t invent slack time. But yes, the “20% rule” made the slack time famous.² The word itself derives from the slack action in railways. Slack time, often referred to as “buffer time” or “cushion time,” is a concept that emphasizes the importance of scheduling flexibility in complex projects. It…
Hey Joe

No, it’s not about the famous Jimi Hendrix song 🙂 The “Hey Joe” antipattern is a term used in software development to describe a situation where a team member is constantly interrupted with questions, requests, or updates by their colleagues, often referred to as “Hey Joe” moments. This pattern can lead to decreased productivity, frustration,…
Draw a toast

“Draw a Toast” is a creative exercise aimed at fostering innovation and problem-solving skills. The method involves a simple task: drawing a toast, either on paper or using digital tools, in the most imaginative and unconventional way possible. Participants are encouraged to think outside the box, exploring different shapes, materials, and concepts to represent toast…
Analysis paralysis

Analysis paralysis happens when teams get stuck trying to make a decision because they have too much information or too many choices. It’s like being frozen in place because you’re overwhelmed by all the options. This happens a lot when there’s a big decision to make or a lot of factors to consider. The tema…
Airtime

Teamwork has many aspects – trust is one essential pillar. Building trust with your crew takes more than just meetings and deadlines. Here’s a hidden gem: airtime – those casual chats and moments that happen outside of official huddles. These quick conversations might seem unimportant, but they’re a powerful tool for building trust. Why? Because…
Ideal team size

Sorry – there is no ideal size for a team But in a nutshell: “less is more”.About the specific size of an agile team, there are some ballpoints to remember – Jeff Bezos mentioned the “two pizza team” rule (2 pizzas could feed a team) or the scrum guide recommends something between 3-9 people, so…
Brown bag session

Have you ever be part of a team which used to have brown bag session?These are informal gatherings where team members come together to share knowledge, learn from each other, and discuss topics of interest over lunch or snacks (hence the name “brown bag session”). These sessions offer a valuable opportunity for continuous learning and…
Little’s law

Feeling swamped with features in your software development process? Little’s Law can help you make sense of the chaos. Think of it like this: your backlog is a queue for new features, just like a line of customers waiting for service. Little’s Law says the average number of features waiting (backlog size) is equal to…
Boss versus leader

I bet you saw this meme many times before. And still, it says a lot about past and current management requirements – the change from simple and complicated to complex projects.
M-shaped

It’s quite a while ago since the search for “T-shaped” people was replaced by the focus on “M-shaped” colleagues. For me, this change symbolizes the move from a complicated to a complex world. A “T-shaped” developer refers to someone with broad expertise across multiple areas (the horizontal bar of the “T”) and deep expertise in…
Business value poker

Ever wondered how to assess the predicted value of features for our product? Then you might want to try the business value poker. It’s a collaborative way to estimate the relative business value of features, helping us prioritize development efforts. Here’s the gist: Example: Imagine a new feature allowing personalized product recommendations. Stakeholders might consider…
ROWE

Sometimes I see managers struggling to find the perfect balance between productivity and flexibility, especially nowadays working from home. That’s why I’m a big advocate for Results-Only Work Environments (ROWE). Here’s why I believe the principle ROWE can be a game-changer for agile teams: Implementing ROWE effectively requires clear communication, established goals, and strong team…
NIH

Have you ever heard of the “Not Invented Here” (NIH) syndrome? Maybe not explicetely, but you might experienced with a team of juniors. NIH refers to the tendency to reject ideas, solutions, or technologies that originate from outside our own organization or team. This mindset can hinder our ability to collaborate effectively and limit our…
True north

Imagine navigating a dense fog in a complex market – that’s what it’s like for a team or company without a “True North.” This guiding principle, encompassing your core purpose and values, acts as a compass in uncertain times. Here’s why it’s crucial: A real true north is way more than the big writing over…
Muri Mura Muda

Kanban, the visual workflow management system, thrives on efficiency. But how do we identify and eliminate inefficiencies within the workflow itself? Enter the three “M”s: Muri, Mura, and Muda. These Japanese terms, originating from the Toyota Production System, represent key areas of waste that can hinder your Kanban board’s effectiveness. Try this: Include the topic…
Magic Estimation

Are you tired of long, drawn-out estimation meetings that seem to go on forever? Enter Magic Estimation, a fast technique perfect for estimating numerous items in a flash, particularly in Agile environments like Scrum. Magic Estimation offers two main advantages: speed and subjectivity. By relying solely on non-verbal communication, teams can swiftly gauge the complexity…
Optimism bias

Optimism bias, our tendency to overestimate positive outcomes and underestimate negative ones, can creep into various business decisions, leading to unforeseen consequences like severe delays in delivery or cost explosions. Imagine a sales manager overly confident about exceeding ambitious sales targets. This optimism bias might lead to neglecting crucial risk assessments, like potential market fluctuations…
Eat your own dogfood

Though the slogan might sound a bit odd, I’d like to claim it as a concept crucial to our success as a product-driven organization: adopting what’s known as the “eat your own dogfood” philosophy. This principle emphasizes the importance of internal product usage by our own team members. Let’s have a closer look into the…
Niko Niko Calendar

The Niko Niko calendar is a tool used by some teams to track how happy or sad everyone feels each day. Instead of just noting down tasks or meetings, people also write down their moods. This helps the team see if there are any patterns in how people are feeling over time. Each team member…
Iceberg model

The Iceberg image is probably one of the best know models in personal and team development. And still it is worth to mention – and to regurarly remind it. The Iceberg Model is a user-friendly tool that helps us understand the bigger picture. It uses the iceberg metaphor to explain how our immediate reactions (surface…
Kudo wall

Appreciation is a great example for “important and not urgent”. But recognizing and celebrating achievements, big or small, is essential for fostering a positive and productive team culture. I first learned about kudo cards and the kudo wall from management 3.0 meetings in Munich. A kudo wall is a physical or virtual space dedicated to…
Single source of truth

Imagine we’re all working on different maps to build a giant Lego castle. One map shows a red tower in the east, another has it in the west. Confusion reigns! Having a single source of truth, like one central map for the castle, is crucial in Agile for a few reasons. Firstly, it keeps us…
Focus on outcome, not input

How do we ensure we’re focusing on the right things for real success? You might want to have allok at the “IOOI”-pattern. IOOI stands for Input, Output, Outcome, and Impact. It’s a simple yet powerful tool to understand the cause-and-effect chain of your projects. Let’s break it down using a common scenario: adding a new…
Decision matrix

Probably the most useful method for me to compare different scenarios is the “decision matrix”. Here is a simple example how it works_ Imagine you post reels on Instagram and looking to pick a new video editing software. There are tons of options out there, so how do you choose the best one for you?…
Anecdotal evidence

Big fancy words can cloud important ideas, so let’s talk about something that trips up businesses sometimes: relying on “war stories” instead of hard data. These war stories, also called anecdotal evidence, are basically just personal experiences or rumors – like saying a product is bad because your friend had one issue. Here’s the problem:…
If it hurts ….

… do it more often! is my favourite short form of the original quote “If it hurts, do it more frequently, and bring the pain forward.” by Jez Humble from the book Continuous Delivery ² Martin Fowler³ describes the advantages for this approach: The target environment mentioned above is devops, but in my opinion it applies…
Prime directive

One of my favourite moments in the beginning of a retrospective is the reading of the primce directive by Norman Kerth: “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the…
Elephant in the room

The phrase “elephant in the room” refers to a big, obvious problem that everyone is aware of, but nobody wants to talk about. It’s like there’s a giant elephant right in the middle of the room, but everyone pretends they don’t see it. Cause: There can be many reasons why people might avoid discussing the…
Design by committee

“a camel is a horse designed by a committee” Let’s talk about involving everyone in design decisions. While getting input is valuable, too many cooks can spoil the broth. Imagine we’re designing a new login screen for the app. In a “design by committee” scenario, everyone throws in ideas. One person wants a bright splash…
Underpromise & Overdelivery

The “underpromise, overdeliver” approach can be a double-edged sword for Agile teams. On the customer side, it can be a real win. Imagine their delight when they receive more features or a quicker turnaround than they anticipated. In the beginning, this approach fosters trust and loyalty, keeping them coming back for more. However, for the…
Ad hominem

The “ad hominem” fallacy is one of the most common strategies in a conflict. Here is an example: Imagine we’re working on a new user interface for the marketing team. You think a prominent button is key, while Sarah prefers a minimalist design. An “ad hominem” attack, like saying, “Your interfaces are always too cluttered!”,…
Quiet hours

Quiet hours – let’s talk about focus! You know how in Agile we break down big tasks into smaller chunks? Well, our brains work the same way. We can only concentrate on one thing at a time for so long, especially with constant pings and interruptions. Our brains are like computers, but way cooler! Imagine…
Cargo Cult

Deep in the emerald jungles of a remote Pacific island, a tribe lived in harmony with their natural world. Their lives revolved around fishing, hunting, and honoring their ancestors. But one fateful day, a colossal metal bird filled the sky, casting a shadow over their village. It was a military cargo plane, delivering supplies to…
Truck factor

Imagine a fantastical software development team called the “Phoenix Squad.” They’re a well-oiled machine, churning out code at an impressive rate. But there’s one peculiarity – a lone developer named Icarus, a coding prodigy who seems to single-handedly craft the most complex parts of their system. While Icarus is a genius, a nagging worry persists…
Sustainable pace

Imagine you’re embarking on a journey, and your destination is not just the completion of the journey but the ability to embark on many such journeys in the future, each with renewed energy and enthusiasm. That’s essentially what we’re aiming for in Agile methodologies—sustainability is the key to long-term success. When we talk about sustainable…
HiPPO

A high performance team relies heavily on balanced and adaptable decision making process. Therefore, it is important to avoid prioritising the opinions or decisions of the highest-ranking individual based solely on their salary or seniority. Instead, organisations should consider data-driven insights and diverse viewpoints to make informed decisions. The ‘Highest Paid Person’s Opinion’ (HiPPO) antipattern…
Group think

Groupthink is a phenomenon that occurs when a team reaches a consensus without critical discussion or evaluation of other options. This is a common issue in immature teams where the level of discussion is low. (See team phases for more information.) It is important to be aware of the potential for groupthink, especially when combined…
On trust

Handling complexity Why trust? In the dynamic and complex world of nowadays, we have to face many ambiguous situations where we hardly understand the reasons or are unable to implement a lasting solution. Our ‘need for closure’ often results in an illusion of control. Another form of reaction is trust. What is trust? “Trust is…