Working Agreements Exercise

I learned that each team has its own state and modus operandi. Before, I assumed that a state of high productivity and positivity was everyone`s goal. It`s not true. I put in front of teams that set their desired conditions in boxes A and B. After a few sprints in this state, they finally made the decision to move forward. If you work with your team`s values, remember that the team is a living organism. It`s constantly evolving, and it`s great. Be with them and enjoy their changes. As a ScrumMaster, you`ll never get bored. Be prepared and open to anything that`s going to happen. Whatever values you discover, the values are good, as long as you all agree on this. If people are too deeply buried in negative thoughts and can`t change their thinking, I break the session and ask the participants to do some energy-level exercises to fuel the atmosphere. I have the impression that later, the team will not execute the plans that have formed in such a state of depression.

Having a team name that all team members can identify with is one aspect of establishing the unique identity of the team. A team name should be created (and agreed) by the team itself. There are many anecdotal reports[2] about how getting together under a team name allows the team to operate in a much more fluid and efficient way (plus, it`s fun to find a great team name together!) In a recent Canva contract workshop, which I hosted, and as there were so many Harry Potter fans in the band, they decided to be called Team Slytherin. You should have heard the laughter when they tried to find that name. There are a lot of exercises that teams can do to make these agreements more explicit. Here`s one I`ve been using lately, which I really like. At the end of the year, the team promised each other how they were engaging together. Depending on the size of the team, it can take an hour to an hour and a half. I called it the “You Can Count on Me” exercise. Teams I`ve done this with, with the feeling that they`ve taken advantage of the experience and say they`ll do it in the future for other teams they`re joining. The most difficult situation I faced was when a team voted to work as a team and remotely at the same time.

They pointed out that due to a shortage of resources (in the use of equipment), it was difficult for them to have a full team at the same time. They have created a rule that until there is more equipment available, they will only be in the office between 1 p.m. and 3 p.m. and that the work plan will be left to everyone outside those hours. I was scared. Would they be able to work effectively? Would they work? How would this affect communication? Isn`t that against company policy? You have to deal with each of these problems.

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