Why can't we all Just get along?
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Session at Lean Agile Scotland 2023
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Why can't we all Just get along?
- 1. Why can’t we just get along? Emily Webber / hellotacit.com emilywebber.co.uk ewebber on socials Lean Agile Scotland / September 2023
- 2. Emily Webber Photo by Jordan Elliott Imagine the best team…
- 3. Emily Webber I’m Emily @ewebber emilywebber.co.uk hellotacit.com Photo by Artem Bryzgalov Emily Webber
- 4. Emily Webber Why can’t we all just get along?
- 6. Emily Webber Anti-patterns one: One role across many teams
- 7. Emily Webber Anti-pattern one: One role across many teams
- 8. Emily Webber Anti-pattern one: One role across many teams
- 9. Emily Webber Anti-pattern one: One role across many teams
- 10. Emily Webber Time spent context switching between projects 0 5 10 15 20 25 x x x x x x x x x x x x x x x x x x x x x 1 1.25 1.5 1.75 2 2.25 2.5 2.75 Hours spent on context switching Average number of projects per week Impact of task switching and work interruptions on software development processes. Tregubov, Alexey & Boehm, Barry & Rodchenko, Natalia & Lane, Jo. (2017)
- 11. Emily Webber Time spent context switching between projects 0 5 10 15 20 25 x x x x x x x x x x x x x x x x x x x x x 1 1.25 1.5 1.75 2 2.25 2.5 2.75 Hours spent on context switching Average number of projects per week Impact of task switching and work interruptions on software development processes. Tregubov, Alexey & Boehm, Barry & Rodchenko, Natalia & Lane, Jo. (2017)
- 12. Emily Webber Anti-patterns two: Product vs engineering wars
- 13. Emily Webber Product Engineering Vs Anti-pattern two: Product vs engineering wars
- 14. Emily Webber Make decisions about the product Build the product Throw Anti-pattern two: Product vs engineering wars
- 15. Emily Webber martinfowler.com/articles/bottlenecks-of-scaleups/03-product-v-engineering.html - Rick Kick and Kennedy Collins
- 16. Emily Webber “Team members align themselves with their management structure or functional leadership as their primary identity, instead of their business or customer value stream, making it easier for teams to assume an “us” versus “them” posture.” From martinfowler.com/articles/bottlenecks-of-scaleups/03-product-v-engineering.html – Rick Kick and Kennedy Collins
- 17. Emily Webber Anti-patterns three: X-led organisations
- 18. Emily Webber Anti-pattern three: X-led organisations Data led Product led Engineering led Policy led User led HiPPO led Design led Delivery led
- 19. Emily Webber medium.com/levelshealth/why-engineers-should-seek-out-engineering-led-companies-and-how-to- fi nd-them-6086d4780a5b “At places where engineers aren’t in charge, it feels like they just blindly apply the bog-standard operating procedures of the industry: working agile, doing sprints, etc.” Engineering led
- 20. Emily Webber “The objectivity of a data-driven approach means that it can lead insights that drive success without any restricting factors or pre-conceptions… a robust, replicable process rather than personal opinion or convenience.” Data led whitehatanalytics.co.uk/wp-content/uploads/2020/09/Whitehat-Analytics_Five-steps-to-becoming-a-data-driven-organisation.pdf
- 21. Emily Webber pendo.io/product-led/the-product-led-organization “Product-led organizations make their products the vehicle for acquiring and retaining customers, driving growth, and in fl uencing organizational priorities. They represent the future of business in a digital- fi rst world.” Product led
- 22. Emily Webber If you only have a hammer, everything looks like a nail
- 23. Emily Webber One role across many teams X-led organisations Product vs engineering wars Three collaboration Anti-Patterns
- 24. Emily Webber Three symptoms of these anti-patterns
- 25. Emily Webber One group holds the power Photo by Max LaRochelle Emily Webber
- 26. Emily Webber Photo by Jirath Ninchaikovit They reinforce professional protectionism Emily Webber
- 27. Emily Webber https://www.aomrc.org.uk/wp-content/uploads/2020/05/ Developing_professional_identity_in_multi-professional_teams_0520.pdf "If an individual has an overly rigid professional identity, this may lead to poor teamworking and resistance to change…and even bullying behaviours towards those they consider different.” Professional protectionism
- 28. Emily Webber Backed by existing power structures Photo by JWassim Chouak Emily Webber
- 29. Emily Webber Photo by Andre Mouton on Unsplash Magnified if it ties in with our sense of identity
- 30. Emily Webber “Isolation tested our sense of identity because it limited our access to in-person social feedback. “ 4 Ways That the Pandemic Changed How We See Ourselves: Nayantara Dutta https://time.com/6165501/pandemic-changed-identity-research
- 31. Emily Webber Incentives and rewards encourage behaviour
- 32. Emily Webber Photo by Stephen Pedersen They cause in-team silos Emily Webber
- 33. Emily Webber In team silos
- 34. Emily Webber "In a wicked world, relying upon experience from a single domain is not only limiting, it can be disastrous.” David Epstein Range: Why Generalists Triumph in a Specialized World Emily Webber Photo from ted.com
- 35. Emily Webber Different domains, experiences and views of the world bring diversity to solutions, making them more rounded.
- 36. Emily Webber 1 2 3 4 drawtoast.com
- 37. Emily Webber "When people work together under the right circumstances, group models are much better than individual models.” Tom Wujec Got a wicked problem? First, tell me how you make toast Emily Webber Photo from ted.com
- 38. Emily Webber One group holding the power In-team silos Reinforced professional protectionism Three symptoms of these anti-patterns
- 41. Emily Webber Create “one team” at all levels martinfowler.com/articles/bottlenecks-of-scaleups/03-product-v-engineering.html - Rick Kick and Kennedy Collins
- 42. Emily Webber First team principle “leaders prioritize supporting their fellow leaders over their direct reports —that they are responsible to their peers more than they are to their individual or “Second” teams.” Five Dysfunctions of a Team Patrick Lecioni
- 44. Emily Webber Disciplines =! Roles
- 45. Emily Webber Definitions of conceptual models of team-working Multidisciplinary teams Members may have separate but interrelated roles and maintain their own disciplinary boundaries. — Additive, not integrative. Interdisciplinary teams Members may blur some disciplinary boundaries but still maintain a discipline- speci fi c base. — Teams integrate closer to complete a shared goal. Transdisciplinary teams Team members share roles and goals. They share skills, allowing others to learn as well as acquire new skills. — A more blended team that shares objectives and many core skill sets as required to achieve their overall goal. Taken from: Graham Ellis and Nick Sevdalis (2019) Understanding and improving multidisciplinary team working in geriatric medicine. Age and Ageing; vol. 48: 498–505 doi: 10.1093/ageing/afz021.
- 47. Emily Webber Forget the Pecking Order at Work | Margaret Heffernan Emily Webber “Companies don't have ideas; only people do. And what motivates people are the bonds and loyalty and trust they develop between each other. What matters is the mortar, not just the bricks.”
- 48. Emily Webber Photo by Jason Bruges Studio People are not interchangeable Emily Webber
- 49. Emily Webber Why squiggly careers are better for everyone | Helen Tupper & Sarah Ellis
- 50. Emily Webber I, T, 𝛑 shaped… and broken combs
- 51. Emily Webber Capability comb Recognise what people bring to a team, while building empathy, trust and opportunities to collaborate emilywebber.co.uk/team-exercise-building-empathy-and-understanding-with-the-capability-comb/
- 52. Emily Webber What do you want to bring to the team? 1. What are my superpowers 2. What am I good at 3. What can I do (with support) 4. What am I starting out with
- 53. Emily Webber Capability comb: Use these combs to recognise what people bring to a team emilywebber.co.uk/team-exercise-building-empathy-and-understanding-with-the-capability-comb/
- 54. Emily Webber Create enabling organisational structures Embrace in-team collaboration Build interdisciplinary teams Three ways to counteract the anti-patterns
- 55. Emily Webber Only by true collaboration, empathy and shared responsibility will we be able to work as teams and create things that make everyone happy.
- 56. Emily Webber The Team Onion is a model to keep teams small, break down silos and create shared responsibility across team boundaries. teamonion.works
- 57. Thank you Emily Webber emilywebber.co.uk ewebber on socials hellotacit.com