RE: [scrumdevelopment] Re: Getting Team Members Out of "Me Mentality"
- 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.Brent
From: email@example.com [mailto:firstname.lastname@example.org] On Behalf Of urpenguin
Sent: Saturday, September 02, 2006 10:52 AM
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.
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
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 folksI'm working with right now is very new to Scurm.
> might of had in overcoming "me mentality."
> The group
> on their3rd sprint now - and while some team members are doing
> withupdating their status on our information radiator (we use an
> electronicone - RallyDev) others have to be constantly pushed or
> reminded toupdate their status. It's important that members
> theirstories because the team is geographically separated (US and
> UK). [I'vecoached another team, at the same company, and never
> a problemlike this with them.]
>at updating their story
> I've noticed that the people who are best
> cards are the ones more social and naturallyteam oriented, while
> lone gun-slinger developers (lone wolf or"my code doesn't stink"
> types) tend to not update anything unless youprod them. They
> they're too busy (and implying too important)to spend time
> their stories.great to say "well those are the wrong kind of people
> Now it'd be
> want onyour team," but the reality is they're on the team.
> have runinto this problem before and how did you overcome it?
> trying tothink of ways to get the people away from the "me
> mentality" and onlyworrying about their own tasks and get them to
> more actively own thesprint as a whole, as a team.