The World Behind the Meetings

[suchona.kani.z]

Decisions are not made quickly enough, employees do not have the impression that they are more productive, and the new-found transparency becomes a burden. The reaction is hasty in context: the colleagues probably need a mindset workshop. The "agile enablement" of those involved is apparently lacking.

Don't get me wrong: An exciting workshop to discover what agile methods can achieve and to try out a new framework together in a playful way is great and a good idea. However, it often only works on the symptom level and does not change the working environment.

Agile working models are based on the firm belief that people want to achieve great things and that the workplace is a great place to live out self-efficacy. So what needs to change so that the team can reach its full potential? The person or the environment?

When I come into a new team as an agile coach, I not only look at thailand consumer email list the classic agile artifacts, such as the burndown chart or the WIP levels, but also try to understand the environment in which the team works.

Often it is the company culture that influences the team and supports the agile methods from the outside - or directly competes with them. The official (or unofficial) values ​​of the company are usually made visible through artifacts.

Who are the heroes in the corporate context? Is it the thoughtful project manager who carried out the project without any major problems and demonstrated a high level of compromise? Or rather the assertive colleague who defended and implemented her ideas against many other opinions?
What does the office building say about collaboration within the company? Are there many individual offices where employees can work undisturbed, or are there many meeting rooms that can be easily and quickly reserved with lots of material available that can be used immediately?
Is the company's color code vibrant and individual or is there a high emphasis on uniformity?