Once the whole team knows what each grip note means, ask them to evaluate each standard with the next scale. Thumbs up (👍🏼) for total consent, neutral face (😐) for questions or thumbs down (👎🏼) for disagreements. Here`s the hook with disunity though; If someone disagrees, they should propose better. Finally, you should retrospectively attribute the effectiveness of your work agreements to improve your team`s knowledge. If I share my story, I hope it will inspire others to realize that the process of creating work agreements has uncovered opportunities for collaboration and guidance that have helped a distributed team deliver better value. Please note that if I cannot disclose the name of the company, I can only report that it is a financial services company based in Texas. The names of all parties have been changed to protect privacy. According to PO: “When Alex tried to break the lead barrier as a team spokesperson and give everyone a voice, we realized that the AHA moment had come out of the meeting, how limited the consulting staff was at the expense of the client hijacking. Keeping and respecting a fresh work agreement is really the place where the magic happens. I can`t tell you how many teams forget it after spending a few hours creating it and not using it. People, especially engineers, are not very good at resolving conflicts, and when that happens, the best way to do that is to pay attention to a work agreement. These agreements are drawn up by teams and scrumMaster facilitates the meeting, and they are created/verified preferably during the Sprint 0 of each publication.
“Becoming a team means that we are committed to working together and supporting each other in our common goals. Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said “no” to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected 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 work arrangements after 20 minutes: in the face of previous frictions between some team members, it opts for a 1-2-4 model to discuss possible agreements. This model aims to ensure that everyone has a voice in this process: self-organization is a warm slogan that many organizations like to launch when they imagine teams that work independently with the company`s mission to lead their work and make decisions on consensus and data.
This is a great goal and achieving it would probably lead to a lot of retention and great career satisfaction, although it comes at a small price and with a lot of discipline. The price is paid by the fact that leaders learn to detach themselves from the diktat on how to do something, which is not so difficult in today`s modern world of work.