At the beginning, you encourage discussion within the team and allow everyone to propose, agree and reject any agreement. Note that you can`t get people to change their emotions, but you can focus on (opposable) behaviors. First, set the context for working agreements with your team. As a group, you can use whiteboards (physical or digital), adhesion notes, worksheets or flipcharts. Faced with friction between some members of the team, he opted for a 1-2-4 model to discuss possible agreements. This model aims to ensure that everyone has a voice in this process: working agreements, also known as team standards, are guidelines developed by teams on how they should work together to create a positive and productive process. Gitlab, the open-source development tool company, has given a working agreement in its distributed team culture, which describes how remote work should be done. They call it “The Remote Manifesto,” which is part of onboarding for new employees. Teamwork is such a fundamental part of human experience that one would think that after 200,000 years of human evolution, it would be discovered. Unfortunately, the secret formula for creating large, agile teams always eludes us, and it probably always will, because teams are made up of people – and people are complex and dynamic. I ask these questions to ensure that everyone has a better understanding and understanding of what it would mean to have the ball in the labour agreement.
Let`s start with the definition: work agreements are standards or guidelines developed by a team to improve their interactions for superior performance and create a common language. In practice, these agreements define the expectations of groups, define paths of cooperation and create the atmosphere necessary for sensitive and psychologically safe work. However, in my experience as an agile consultant, the most productive product development teams have one thing in common: consensus. They all felt locked up, listened to and respected and could clearly establish the link between their individual goal and the vision of the product or project. If I share my story, I hope it will inspire others to realize that the process of creating work agreements has uncovered opportunities for collaboration and guidance that have helped a distributed team deliver better value. Please note that if I cannot disclose the name of the company, I can only report that it is a financial services company based in Texas. The names of all parties have been changed to protect privacy. Work agreements have quickly become an essential part of modern and successful teams.
You may have heard that the term is thrown around, especially as new teams, but is it worth talking to your own team? Table 2. Questions that the team responded to to reach a work agreement As I wanted to do SM to facilitate the process, I coached them to create a list of questions for each value, generate a discussion and help teams decide on all the “rules” we should create to ensure that everyone respects that value. We didn`t care where the answers were placed as long as they were captured. The SM asked the questions and collected the answers, while the team voted on the points to be formalized in a working agreement. In this regard, the SM was able to summarize what was most appreciated by the collective team (see Table 2). Now that the team felt better familiar with each other, they were more able to communicate and exchange ideas to improve. Over the next iteration, more and more barriers arose as confidence improved.