From Maximum Busy-Ness to Maximum Learning, with Esther Derby & Johanna Rothman

Additional Assets:

Questions Asked & Answered
  1. In our organization, there is a lot of emphasis on speed of delivery, efficiency and productivity.  Line managers believe that people work faster and more efficiently, when they are placed on component teams (same skill-set) than when they are placed on feature teams (multiple skills).  What is the best way to convey to our managers that costs and risks of coordination and integration between very fast-moving component teams exceed the benefits of expected speed?
  2. HR norms and values pave the road for heroics and hyper-performance.  Our developers are encouraged to be efficient and fast-moving.  This promotes the ‘I’ culture, as opposed to ‘We’ culture and as such, collaboration and mutual support on teams suffers.  What empirical evidence and education should be provided to HR to stop promoting bad behaviors?
  3. In Large Scale Scrum (LeSS), we are taught to be able to see and hear Local Optimization, everywhere.  There is an illusion that, if everyone stays very busy and moves fast, the system will be moving very fast as well. But frequently, this is not the case.  Are there good coaching tools or techniques to educate senior management that local optimization for speed and efficiency comes at expense of quality, customer satisfaction, etc.?
  4. Today, many job postings still ask for the ability to multitask. This is viewed as a sign of efficiency and proficiency.  This is one of the things that many HR specialists (and managers) still look for. Are there any suggestions on how to manage this expectation, since multitasking and task-switching is not a good idea
  5. Part of my strategy as an SM to encourage self directed teams growth is to give recognition when a member takes ownership “fully” of a task. Do you think this will encourage more “I” culture verses encouraging the team to step up their leadership skills?
  6. In some companies engineers already know that they need to have a SBO (second best offer) to then get counter offers and raise their salary more than say 20% or more. Sometimes when getting that SBO, they actually leave, so this is a big risk. What is the best way to approach HR for them to consider rebalancing compensation to market rates?
  7. Busy people usually are busy for a long time. How much new learning time do they need to start planning in their schedule?
  8. The more I read and learn as an agile coach/Scrum Master, the more I feel at odds with the average manager. Why does this apparent gap about curiosity / emphasis in learning exist? It seems like both roles need to be learning about better ways of working.
  9. How can we evoke a synergy across the organizations to seed the thoughts of Business Agility not just limiting to IT but covering from entry to exit?
  10. What are some specific challenges related to being Remote rather than in office and what are the best strategies to resolve them?

Past events with Johanna Rothman @ LeSS NYC Meetup:

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