- When I ve had teams working from a common backlog, I just get the teams to pick. In addition avoid specialization for all the usual reasons. Cheers MarkMessage 1 of 66 , Mar 1 7:59 AMView SourceWhen I've had teams working from a common backlog, I just get the teams to pick. In addition avoid specialization for all the usual reasons.CheersMark
- Charles, Yes, you are correct. The research Pink cites is focussed on individuals. Pink himself just gathers together a lot of academic research on individualMessage 66 of 66 , Mar 26 6:10 AMView Source
Yes, you are correct. The research Pink cites is focussed on individuals. Pink himself just gathers together a lot of academic research on individual motivation, not actually doing much direct research himself. Pink uses anecdotal evidence of agile/scrum teams as a shining example of doing individual “motivation” right. I find it to be a useful addition to understanding scrum works from an individual team member’s point of view, although it isn’t rigorously about scrum. Specifically, he cites practices from Atlassian, as an extended case study, i.e. the company behind a number of scrum and agile tools. Other software organizations like Google and Wikipedia are also analysed in detail. He isn’t a software guy, to be fair.
As for punishing something illegal, I think this steps somewhat outside of a discussion about scrum. You could argue that staying within the law is always part of a team’s definition of being “done” the hiring process. But at some point it comes down to trusting your team to find the best possible solution, within the boundaries of what’s legal.
Is Pink's data about the equivalent of self organizing Scrum teams? I don't think so. Based on what I know about it, it's based on individual knowledge workers.
Further, how do you not punish a team or person if they are going to break the law in their hiring practices after being told not to?
From: Lukasz Szyrmer <lukasz.szyrmer@...>
To: "email@example.com" <firstname.lastname@example.org>
Sent: Wednesday, March 21, 2012 4:29 AM
Subject: RE: [scrumdevelopment] Re: Whose responsibility is it to determine how resources are used?
Drive by Daniel Pink has a series of studies that which shows that reward and punisment in the context of knowledge work (such as hiring, firing, and development) is generally counterproductive, as it's not in line with people's intrinsic motivations. These methods supposedly only increase productivity when the people affected are doing simple tasks.
--- In email@example.com<mailto:scrumdevelopment%40yahoogroups.com>, Charles Bradley - Scrum Coach CSM PSM I <chuck-lists2@...> wrote:
> I think that's fine so long as you have another way to hold the team accountable for their hires, preferably *as* a team.(reward them if hires help org, punish them if hires hurt org)
> Charles Bradley
Registered Office: 85 Gracechurch St., London, EC3V 0AA
Registered in England and Wales No 3475006 VAT Reg No 710 3140 03
To Post a message, send it to: scrumdevelopment@...
To Unsubscribe, send a blank message to: scrumdevelopment-unsubscribe@...! Groups Links
<*> To visit your group on the web, go to:
<*> Your email settings:
Individual Email | Traditional
<*> To change settings online go to:
(Yahoo! ID required)
<*> To change settings via email:
<*> To unsubscribe from this group, send an email to:
<*> Your use of Yahoo! Groups is subject to: