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InfoQ Homepage Team Collaboration Content on InfoQ

  • Dealing with Remote Team Challenges

    Remote working provides challenges such as providing equitable access, ensuring adequate resources and tooling, addressing social isolation and issues of trust. Remote-first and truly asynchronous teams tend to consistently perform better. In the future, organisations will continue to have remote on their agenda. Fully realising the benefits of remote teams requires trust building and intent.

  • Dealing with Psychopaths and Narcissists during Agile Change

    Psychopathic or narcissistic toxic employees can slow down the adoption of change in a company. Many of the techniques or practices you use with healthy people do not work well with psychopaths or narcissists. This article explores four key areas that can help a change consultant succeed when dealing with toxic people.

  • 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.

  • Working Remotely: Good Practices and Useful Resources

    As the impact of COVID-19 continues around the world, many people will be experiencing a sustained period of remote working for the first time. To help you, we’ve collated good remote working practices and resources and will continue to do so as more emerge. While remote working may appear straightforward, there are common issues that come up as you shift to this way of working.

  • Q&A on the Book Agile Conversations

    The book Agile Conversations by Douglas Squirrel and Jeffrey Fredrick explores how productive conversations can change the way organizations develop software. It provides techniques and exercises that can help you gain insight into communication and collaboration issues and improve your day-to-day conversations, achieving valuable business results from your agile team.

  • Q&A on The Host Leadership Field Book

    The Host Leadership Field Book: Building Engagement for Performance and Results provides 30 cases and experiences from people who are applying host leadership in different settings. The book emerged from the 2019 Host Leadership Gathering, and was edited by Mark McKergow and Pierluigi Pugliese.

  • Author Q&A: The 4 Stages of Psychological Safety

    Dr Timothy Clark has published the book The 4 Stages of Psychological Safety in which he explores how psychological safety is enabled in groups and how they progress through the four stages of inclusion safety, learner safety, contributor safety and challenger safety and why achieving challenger safety is so important for creativity and innovation

  • Q&A on the Book Change-Friendly Leadership

    Friendliness is the core denominator for active and willful participation of people when being affected by change, according to Rodger Dean Duncan. In his book CHANGE-friendly LEADERSHIP, he explores how to effectively lead and manage change, transition, and implementation issues in organizations.

  • Q&A on the Book Thinking Remote

    The book Thinking Remote - inspiration for leaders and distributed teams by Pilar Orti and Maya Middlemiss provides lots of ideas for managers and leaders who are working with remote or distributed teams. It can be used as a handbook for leaders of virtual teams, helping them to deal with the leadership challenges and making the transition to remote working.

  • Psychological Safety: Models and Experiences

    This paper discusses psychological safety that refers to a climate in which people are comfortable being (and expressing) themselves. A proposed model (called S.A.F.E.T.Y.) is discussed briefly, and the article proposes a path to how we can use this model in agile adoptions related to teams and organizations.

  • Appreciation at Work

    As organizations across the world are experimenting better ways to sustain their employees’ engagement, appreciation and recognition programs have flourished in the last five years, among the best, if not the best, tool of predilection for making employees feel valued. Appreciation benefits are not limited to companies’ performance; they also benefit individuals and teams.

  • Cultivating a Learning Organisation

    This article explores how creating an internal culture of experimentation and learning enabled a company to keep pace with the rapid iterations in tech that have become the regular way we do business. It shows that psychological safety is a key component of the learning organisation; employees need to be able to experiment and learn from any outcome - without fear that failure will be punished.

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