InfoQ Homepage Self-organizing Team Content on InfoQ
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Q&A on the Book Dynamic Reteaming (2-ed)
In the 2nd edition of her book Dyanamic Reteaming, Heidi Helfand shows that having stable teams is generally unrealistic and that there are ways to effectively reform teams to achieve great outcomes. She explores different approaches to team formation and reformation and provides practical advice on how to create environments where team formation can adapt and evolve effectively.
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Software Teams and Teamwork Trends Report Q1 2020
The Culture & Methods editors team present their take on the topics that are at the front of the technology adoption curve: how to make teams and teamwork more effective, in person or remote, some new tools and techniques, some ideas that have been around for a while and are starting to gain traction, the push for professionalism, ethical behavior and being socially and environmentally aware.
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What’s Next in DevOps?
The DevOps movement continues to grow and gain influence in the IT world and the business world at large. As the organisations become increasingly digital, the agility of our IT systems becomes critical to the life and health of the companies.
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How Structure, Process, and Rules Make People Free
There is a widespread belief that rules, structure and processes inhibit freedom and that organizations that want to build a culture of autonomy and performance need to avoid them like the plague. In this article, we want to debunk that myth. Nurturing a culture of freedom and responsibility at scale is an organizational design problem
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Power to the People: Unleashing Teams through Liberating Structures
Liberating Structures are a great way for teams to find their voice. They make this happen by asking us to think creatively about the kinds of invitations we are making, and by subverting the normal power dynamics in a meeting. In this article, Greg Myer shares how he is using Liberating Structures at Capital One.
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Q&A on the Book Elastic Leadership
The book Elastic Leadership by Roy Osherove shows how teams have a need for different types of leadership depending on the state that they are in and what can be done to grow teams towards true self-organization. It provides values, techniques, and practices that leaders can use in their daily work.
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Q&A on the Book OpenSpace Beta - A Handbook for Organizational Transformation in Just 90 Days
The book OpenSpace Beta by Silke Hermann and Niels Pflaeging describes an invitation-based approach for rapid and lasting organizational change using concepts such as OpenSpace and the BetaCodex. It provides a visual timeline with roles and components to guide a co-creation based transformation.
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Culture & Methods – the State of Practice in 2019
The latest Culture and Methods Topic Graph shows the topics that the editorial team feels are gaining traction and should be explored at the beginning of 2019.
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How to Make Cross-Functional Operations a Team Effort
Increase transparency, facilitate the flow of communication, and increase productivity across your organization by cultivating the right approach and best practices in team building. Cross-functional collaboration lets you leverage the power of individual capabilities as well as teamwork to accelerate and improve operational effectiveness.
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Why the Agile Manifesto Still Matters
The lack of appreciation for the relevance of the Agile Manifesto’s Values and Principles, even to the point of people “doing Agile” and not being aware of these fundamental ideas at all, can be a serious problem. This article explains why the Manifesto still matters.
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Managing to the Next Century - The Five Big Things for Agile Transitions
This article explores the key things to think about and prepare for when your organization is transitioning to an agile approach. He emphasizes the importance of supporting and protecting agile culture, self-organization, managing with outcomes, removing sources of waste and delay, and measuring and improving value delivered with frequent feedback.
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Q&A on the Book Humble Leadership
The book Humble Leadership by Edgar and Peter Schein explores how building personal relationships and trust gives way to leadership that enables better information flow and self-management. The authors argue that we already possess the skill to form personal relations, and suggests using them to build and strengthen relationships with the people we lead and follow.