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Re: [scrumdevelopment] Command and control to start

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  • Ilja Preuss
    I wouldn t (want to) think of what you are describing as command and control . I fear that thinking of it that way will significantly dilute the value of the
    Message 1 of 31 , Aug 2, 2008
      I wouldn't (want to) think of what you are describing as "command and
      control". I fear that thinking of it that way will significantly dilute
      the value of the exercise.

      You are right that, as the "Scrum expert", you might sometimes be in a
      better position to decide which practice to try adopting next than the
      rest of the team.

      I would never *command* a team to try a practice, though. Rather, would
      I think is the right thing to do in almost every situation is to
      *invite* the team to try it. Perhaps even strongly persuade. But never

      I also don't think there should be "control" involved, in the sense of
      "measure the results against expectations, and punish or reward
      accordingly". Instead, I think my job would be to help the team reflect
      on the experience, and facilitate the decision making process.

      So I guess what I'm saying that instead of "command and control", it
      should be much more of "educate, lead and facilitate".

      Does that sound reasonable?

      Cheers, Ilja
    • david.hicks_radtac
      Not sure if this will help but I have often found that people are less than enthusiastic about changing the way they work using an approach suggested by
      Message 31 of 31 , Aug 4, 2008
        Not sure if this will help but I have often found that people are
        less than enthusiastic about changing the way they work using an
        approach suggested by someone else - whether it be Scrum or any other
        new practice.

        In all circumstances I have tried to identify that person's goals -
        what they are truly trying to acheive in thier work, and what
        motivates them - and then help them to see how the new working
        practices can help them acheive those goals. If I can do this (and it
        is often difficult), then it always helps.

        --- In scrumdevelopment@yahoogroups.com, Alan Dayley <alandd@...>
        > -----BEGIN PGP SIGNED MESSAGE-----
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        > Writing about this topic in my Scrum adoption journal, I seem to
        > arrived at a conclusion that should work for me. However, the
        great and
        > MUCH more experienced minds here can help solidify my confidence.
        If I
        > may indulge, let me describe my thought train.
        > Our Scrum adoption is going slowly but positively. I have
        attempted to
        > teach the team about Scrum and agile principles to allow them to
        > which pieces they want to adopt as we go. This has worked well with
        > starting adoption of minimizing team effort interruptions and
        > interruptions.
        > But we have stopped adopting and the team has not asked for
        anything more.
        > They only have a single, one-hour presentation on the Scrum
        > and some written materials in their knowledge bank. I am confident
        > they either don't know what to ask for or don't see the practical
        > of specific practices.
        > We still very much have a Team Lead providing command and control
        in the
        > most positive way possible. (Another place where a self-directed
        > is not yet realized.) The Lead has stated two things the pushed me
        > my conclusion, paraphrasing: "We don't need training. We already
        > how to get the job done," and "Just tell us a practice to do and
        > do it."
        > Overcoming the lack of desire to receive instruction is a slightly
        > different topic that I'll choose to ignore at present. Focusing on
        > second point, I did not want "command and control" the team in their
        > adoption of Scrum.
        > Then I remembered an question and answer exchange during ScrumMaster
        > training. The question was "What is the usual way to introduce
        Scrum in
        > an organization?" Trainer Michael described a two-day kick off
        > through introduction, exercises, creating a real backlog, sprint
        > planning and go.
        > And it hit me. The described introduction process is "command and
        > control," of a sort. And that makes sense to me now. When
        learning a
        > new technique, the student must be told what to do and the real
        > is in the doing. Especially when learning Scrum, the learning, and
        > proving value, is definitely in the doing.
        > I know, based on team desires and management reluctance to surrender
        > time for training, a multi-hour "immersion" or an attempt to change
        > everything all at once will not work in my situation. But, I think,
        > based on the Team Lead's desire to be told and an initial
        > "teacher/student" relationship, it safe for me as ScrumMaster to
        > practices that the team can learn by doing. Command in the most
        > self-directed team manner possible.
        > Any thoughts or insights for me about my thinking here?
        > Alan
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