People are hardwired to instantly decide who we trust, but also to work collaboratively in small groups. Cognitive biases can get in the way of collaboration, but when you understand how these biases work and what agile practices can do to help, you are more likely to build better interpersonal relationships and create successful products.
Regina Martins talked about anti-patterns of agile leaders at the Agile Practitioners 2016 conference. InfoQ interviewed her about what makes leadership important for agile, the key attributes that can make somebody a great leader, examples of leadership behaviour that hinder agile teams and how to deal with them, and asked her to share stories of great leadership.
Thomas Bradford talked about his experience with maintaining a monolith Java based system with zero test coverage and large technical debt at the Agile Testing Days 2015. InfoQ interviewed him about the problems that they had maintaining the system and the technical debt that had been build up, why they decided to take a different approach and how they improved team morale.
Jørn Larsen, co-founder and CEO of Trifork, presented waste is a crime: don't waste your team at the GOTO Amsterdam 2015 conference. InfoQ interviewed Larsen about the "perfect world" to develop software products, aligning with many customers, why waste is a crime, why flow is important for software teams and what they can do to establish flow.
Olaf Lewitz gave a keynote about Integral Quality at the Agile Testing Day Netherlands 2015. InfoQ asked Lewitz about quality attributes, what causes poor quality software, the relationship between the structure and culture of the organization and software quality and about clarifying intent and increasing trust.
Alexey Pikulev, business agility coach at Unusual Concepts describes team trust constellations exercise in his recent blog. This exercise is based on the concept of Systematic Constellations.
It is very important to have courageous communicators in agile teams. Senior leadership should support the role of courageous communicators.
Lisette Sutherland has been doing interviews with people that are working in or managing remote teams. She talked about building trust on remote teams at the No Pants Festival 2015.
An interview with Tuomas Syrjänen, CEO of Futurice, about how transparency can support enterprises to work more like startups, what Futurice has done to become transparent, the impact of transparency on the mood of teams and people, benefits that transparency can bring and pitfalls in becoming transparent, trust, and decision making at Futurice.
InfoQ is researching the factors that influence the mood of teams. As team mood is an aggregation of the individual moods of team members, understanding the individual mood and how it influences team working can help to learn more about team moods. InfoQ interviewed Gerald Weinberg about individual and team mood, influencing the mood of individuals and discussing moods in teams.
High performing environments that support agile and lean ways of working need a foundation based on trust, safety and respect. Temenos consists of exercises that can be used to create a safe setting where people can open up, get to know each other, create a shared vision and develop their interaction skills.
Organizations should create an environment where people feel empowered and trusted, with a culture where leaders can thrive says Pawel Brodzinski. An interview in which Pawel shares his view on leadership and culture, explains what it is that makes leaders thrive in organizations and what organizations can do to create an environment where leadership would emerge.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
Trust is a decision about your investment in the relation says Anko Tijman. Agile governance should be build upon trust. At the Agile Governance conference in Amsterdam Anko Tijman presented being in control through people. Governance is often based on analytical control using structures and models.
Adopting agile is an organization change which involves management. It is said that management buy-in is crucial for agile to succeed and that a lack of management support can be a barrier in agile transformations. There are different ways for management to support agile in enterprises.