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Culture & Methods Trends Report March 2021
The most significant impact on culture and methods in 2021 is the disruption caused by COVID-19. We see what's needed for good remote and the impact of bad remote bad, how management practices are evolving and the importance of people skills for technologists. Paying attention to ethical issues, diversity and inclusion, tech for good, employee experience and psychological safety are important.
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Sociotechnical Implications of Using Machines as Teammates
AI has become more than just a tool; it is now meriting consideration as an additional teammate. While this increases a project’s efficiency and technical rigor, AI teammates bring a fresh set of challenges around social integration, team dynamics, trust, and control. This article provides an overview of sociotechnical frameworks and strategies to address concerns with using machines as teammates.
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Who is on the Team?
Ahmad Fahmy and Cesario Ramos take the changes to the new Scrum Guide as an opportunity to explore what it means to be "on a team." They draw on research to create an ACID test to differentiate who is on the team and who isn't. They discuss different mental models around the idea of a team with the hopes that you take this opportunity to discuss and elevate the roles within your organization.
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Improving Organizational Agility with Self-Management
This article presents "self-management" as a possibility to natively support agility to plant seeds and let both institutions and people thrive and benefit from it. Agility may go hand-in-hand with self-management as a way to shift mindsets and open a conversation to really find new ways of working in organizations.
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Adaptive Frontline Incident Response: Human-Centered Incident Management
The third article in a series on how software companies adapted and continue to adapt to enhance their resilience zeros in on the sources that comprise most of your company’s adaptive resources: your frontline responders. In this article, we draw on our experiences as incident commanders with Twilio to share our reflections on what it means to cultivate resilient people.
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Breaking the Taboo – What I Learned from Talking about Mental Health in the Workplace
Mental illness is a topic that does not get discussed openly very often. Many people concerned hide their own history for fear of being stigmatized, especially in the workplace. This is a story about how speaking openly about mental illness, even with your boss and co-workers, can help yourself and others. The author shares with you what she has learned from breaking the taboo.
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Q&A on the Book The Rise of the Agile Leader
The book The Rise of the Agile Leader by Chuck Mollor is a blueprint for leaders navigating change in the pursuit of success. Mollor shares his story of self-awareness, self-acceptance, and self-development, while demonstrating a leadership paradigm, a roadmap of what makes a great leader, and what organizations can do to develop great leaders.
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Q&A on the Book Responsive Agile Coaching
Niall McShane has written the book Responsive Agile Coaching, aimed at people who are coaching individuals, teams and organisations in new ways of working to help guide others in adapting to changing circumstances and responding to new demands. He presents a model for coaching based on knowing when to tell clients the answer versus when to guide them to find the answer for themselves.
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Meeting the Challenges of Disrupted Operations: Sustained Adaptability for Organizational Resilience
The first article in a series on how software companies adapted and continue to adapt to enhance their resilience starts by laying a foundation for thinking about organizational resilience. It looks at what organizations can do structurally during surprising and disruptive events to establish conditions that help engineering teams adapt in practice and in real time as disruptive events occur.
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Q&A on the Book Retrospectives Antipatterns
Using the familiar “patterns” approach, the book Retrospectives Antipatterns by Aino Vonge Corry describes unfortunate situations that can sometimes happen in retrospectives. For each situation, described as an antipattern, it also provides solutions for dealing with the situation; this can be a way to solve the problem directly or avoid similar problems in future retrospectives.
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Changes in the 2020 Scrum Guide: Q&A with Ken Schwaber and Jeff Sutherland
The Scrum Guide has been updated to make it less prescriptive, using simpler language to address a wider audience. These changes have been done to make Scrum a “lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems”. An interview with Ken Schwaber and Jeff Sutherland about the changes to the guide.
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Moving from Agile Teams towards an Agile Organization
For organizational agility, we need to improve the system for teams and individuals to thrive, instead of expecting them to change and fix the culture. This article explores some elements from a systemic point of view that are essential to create the right conditions for moving from agile teams towards an agile organization.