Jake Calabrese speaks about creating a culture and environment of antifragility - one in which the relationships and interactions between the people are strong and able to not just cope with external pressure but actually gain from disorder or from healthy conflicts. Teams need to agree on not just their social contracts but how they respond to violations and challenges.
Eric talks about the Help Track which helped proposers fine tune their presentations for the Agile 2015 conference and about how the social and cultural aspects are so important when organizations attempt to scale their agile adoptions to larger teams and across organizational groups. The scaling frameworks can be useful for the mechanics of scaling, but the social aspects are critical.
David Mole talks about implementing Spotify inspired squads and tribes at Trade Me, as well as the results of experiments in self-selection of teams and inspiration from the work of Daniel Pink.
At QCon London Helen Walton and Pete Burden discussed what it takes to design a collaborative, agile supporting culture in an organisation, if it is possible for large organisations to actually change and what is needed to enable that change. The spoke about the Spark the Change conference and how it is a showcase of organisations that are actually working in new ways.
Happy people make happy, good products. Jaimee Newberry tells us about how to apply established design and development principles to individuals and teams in a similar way we apply them to products. To make people and teams happy, we have to find out what goals they want to achieve. We have to find ways to reach those goals, overcome obstacles and periodically review our progress.
Linda Rising was interviewed at QCon London 2014. She speaks about the difference between the Fixed and the Agile mindeset, looks at the links between cognitive neuroscience and agile development. She discusses the value of standing and moving around when working and addresses number of myths about change.
Esther Derby shares her thoughts on language, communication and change and their importance in organisations, the definition of metaphor and designing your environment for Agile success.
Steve Peha describes how culture can derail a seemingly perfect Agile project. He then details how we can see and incrementally modify cultures by focusing on agreements. Agreements govern how we work together; they govern individuals and their interactions. By deliberately focusing on making, keeping, confronting, and renegotiating agreements, we can change our culture to support Agile teams.
Eric Steven Raymond, in an interview at the Agile Culture Conference, talks about the hacking culture and some of the lessons the Agile community could learn from open source development.