Change is the only constant in our world and “business agility” is demanded. Our old maps for running organisations are no longer valid; we need new ones based on systemic thinking. This second article from a series on Leading Self-Organising Teams discusses why we need self-organising teams.
There is relatively little material on what self-organising teams are about and how to support them effectively. This first article from a series of on Leading Self-Organising Teams explores what self-organising teams are.
People have different ideas about what a leader can and should do, and personal leadership preferences. The book The Leadership Game is the manual for a three-hour game in which different leadership styles are practiced. InfoQ did an interview with Ignace and Yves Hanoulle about leadership styles, pair training and observing and giving feedback.
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers, as Ole Jepsen explains in this interview.
Great projects rely on commitment from individual team members, teams and projects: Agile teams committing based on business needs and their capabilities, and delivering against those commitments.
Schools use Scrum to help self-organized student teams to learn more effectively and develop themselves in an enjoyable way. An interview with people involved in teaching with Scrum.
All you’ve ever wanted to know about self-organized companies, without daring actually run one. 6
In the second of two articles Claudio talks about his experiences in team formation and collaboration and explains the process whereby he "became unnecessary" as team cohesion emerged. 6
In the first of two articles Claudio talks about his experiences in team formation and collaboration and how empowerment, refinement and facilitation enable the free flow of knowledge and value. 8
In this interview, Ben Linders explores with author William E. Perry his motivation for writing the book iTeams – Putting the “I” Back Into Team and the challenges teams face and learn to deal with.
Scrum defines no role for a manager. Pete Deemer explores consequences and options for managers, including redefining the managerial role and appointing the manager as Scrum Master. 6