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RE: [scrumdevelopment] Re: Getting Team Members Out of "Me Mentality"

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  • Brent Barton
    One thing that started to make a difference right away was: We formed a process Scrum team made of an executive sponsor, middle managers, team members. They
    Message 1 of 11 , Sep 2, 2006
      One thing that started to make a difference right away was:
      We formed a process Scrum team made of an executive sponsor, middle managers, team members.  They represented people in all stages of transition the organization was in. 
      The definition of done was an improvement that could be agreed to and implemented at the end of each 2 week Sprint.
      One of the many outputs was a cutlure statement that said:

      Everyone is part of a cross-functional team, fully responsible and with decision authority to complete the iteration successfully. 

      Anyone on the team who is struggling shall ask the team for help. 

      The team must commit to helping.

      Topics of amazing interest came up and people were very open to talk about career path solutions and team assessment.
      In retrospect, this was one of the key trainsitions in our organization.  We were already doing Scrum and Agile techniques but this seems to have become a pivotal transition.
      Over time, the team members migrated in and out, but we kept up the presentations to all and each time invited anyone who was interested to be involved as an oberver or as a team member.  After a quarter or so, it was time to move on and we disbanded.  Much of this has "stuck," almost two years later.

      From: scrumdevelopment@yahoogroups.com [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of urpenguin
      Sent: Saturday, September 02, 2006 10:52 AM
      To: scrumdevelopment@yahoogroups.com
      Subject: [scrumdevelopment] Re: Getting Team Members Out of "Me Mentality"

      --- In scrumdevelopment@ yahoogroups. com, Nicholas Cancelliere
      <nicholas@.. .> wrote:


      Do you really have a team or do you have a number of individuals
      assigned to work in a group?

      How was the team formed? Did they go through the team formation
      stages, "forming", "storming", "norming", "performing" ? How do they
      manage conflict? Do the individuals trust the other people in the

      Until the group comes together as a team it will just be individuals
      working together as a group. A team embodies the concept of self-
      sacrifice. If people are more concerned about their own interests
      then results of the team then it won't be a true team.

      Cultivate trust.
      Create an environment that is open and honest - ideas and differences
      can be freely exchanged.
      Create a compelling vision in which all the people are willing to
      rally around.
      Provide a safe environment. If the environment is unsafe people will
      put up walls and barriers.

      > We often debate the finer points of what Agile is on these
      > This question is different - it's to ask about experiences folks
      > might of had in overcoming "me mentality."
      > The group
      I'm working with right now is very new to Scurm.
      > on their
      3rd sprint now - and while some team members are doing
      > with
      updating their status on our information radiator (we use an
      > electronic
      one - RallyDev) others have to be constantly pushed or
      > reminded to
      update their status. It's important that members
      > their
      stories because the team is geographically separated (US and
      > UK). [I've
      coached another team, at the same company, and never
      > a problem
      like this with them.]
      > I've noticed that the people who are best
      at updating their story
      > cards are the ones more social and naturally
      team oriented, while
      > lone gun-slinger developers (lone wolf or
      "my code doesn't stink"
      > types) tend to not update anything unless you
      prod them. They
      > they're too busy (and implying too important)
      to spend time
      > their stories.
      > Now it'd be
      great to say "well those are the wrong kind of people
      > want on
      your team," but the reality is they're on the team.
      > have run
      into this problem before and how did you overcome it?
      > trying to
      think of ways to get the people away from the "me
      > mentality" and only
      worrying about their own tasks and get them to
      > more actively own the
      sprint as a whole, as a team.

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