Steve starts asking about the agreements proposed in his first area of interest: the daily Scrum start time. After all possible working arrangements, it uses the Decision-making Protocol to quickly seek consensus. If there is no immediate consensus, the person who said “no” to an idea suggests what they think is better. When several people have a problem, everyone is supposed to offer a better idea. If too many people say no, the applicant should consider withdrawing the proposal. In the case of Steve`s team, the team has its first working arrangements after 20 minutes: teamwork agreements are the first step towards good team building. Without a concrete list of rules for team interactions, invisible habits will creep into the team`s workflow. Habits that are not always good. If you get “no” votes, ask the team member what would turn their vote into a “yes.” Discuss what you can do together as a team and maybe adjust the deal. Bring your new knowledge about teamwork agreements to your team now and start changing the way you work! Next, ask participants to make a deal that will lead to successful team collaboration, using their considerations as a guide. Have all your ideas added to the digital document or whiteboard in the brainstorming area. Teamwork agreements are a simple practice that you can use to do wonders to build new teams as well as reform existing ones.
These agreements are a consolidation of policies that define how groups want to work together and what they ideally want both in the work environment and from each other to foster a safe and open environment for productivity. It is important to remind the team that these actions are not even triggered. They can (and should) change as we learn more about collaboration. Retrospectives are a good time to take steps that change an existing work arrangement when we realize that this is a barrier to better collaboration. Provide a safe space to discuss what worked and what didn`t. Your teamwork agreement must be easily accessible and maintainable for all team members. It`s easy to forget something you`ve only seen once in a meeting. Find creative ways to consistently incorporate the key points of your agreement into your team`s focus. One way to do this is to create some kind of mural in the main workspace where the instructions will be displayed. This article is exactly what I needed! We already use azure retrospectives, so it`s an easy adjustment for the exercise.
The main advantage of working arrangements is their applicability. Since everyone has agreed to follow the rules, the application of these rules becomes less burdensome in case of violation. Working arrangements provide the perfect opportunity to address sensitive issues such as conflict and disagreement management, as well as meeting schedules, under-execution and low engagement. These problems cannot be swept under the rug in the hope that they will disappear. As with any setting, it`s important to tailor it to your own needs and culture. When presenting the working arrangements to your team, you should consider the most appropriate approach. After a few rounds of proposals, if there is no consensus on a certain point, go ahead – they cannot reach an agreement in this area at the moment. Consider revisiting this point the next time the working arrangements are discussed. People are unique, so each team will likely make a different work arrangement. While what works for one team certainly doesn`t work for all teams, many agreements contain rules similar to the following: Remember that your team agreement is only the first of many processes that development teams must implement to be effective. It defines the rules of the game and creates a common driving language.
The search for common ground creates the foundation on which future processes can be built. To keep the discussion on track, use moderation techniques such as Fist of Five to reach consensus on all work arrangements. Mark`s note: Spending time on a good setup will reduce cynicism among team members. Giving people certain categories or areas where working arrangements will help them gives them a framework. In our workshops, for example, mobile phones, laptops, break times and punctuality are categories. In the context of a team, you can use some of the above areas and perhaps fall back on Scrum values, but ultimately, the team chooses what works best for them. At first, encourage discussion within the team and empower everyone to propose, accept, and reject a deal. Keep in mind that you can`t get people to change their feelings, but you can focus on (enforceable) behaviors.
These software developers discuss how they work for Zoom and use Trello to capture input. To eliminate what can be an epic waste of time, we have developed a “majority rule” clause. Here`s how it works: If the team votes on the effort required for a story, use a majority vote instead of going there until all members show the exact same point. In other words, the point that has the largest number of people who choose it will be the starting point of this ticket. If you`re part of a team that doesn`t have a work agreement, read on. You`ll learn why it`s important, what it entails, and how to create one. The goal of the exercise is to get a boost from all team members for all agreements. .