In Scrum we ask the Development Team to be self organized. We ask the team to manage the Sprint and make all decisions necessary to decide how to build a working potentially releasable product increment each Sprint. This is a challenge for many teams. It can be that the organization itself does not allow the development team to fully self organize. It could be that the team members are not used to self organization and does not know exactly how to achieve it. In this session Arne Åhlander presents building blocks to use to achieve self organization in any team. Important building blocks highlighted in the session will be psychological safety, ways of communication and upport structures to try in order to increase involvement of all team members.

1. Arne Åhlander
Coaching Teams
to
Self Organization www.aqqurite.se
Twitter: @ArneAhl
http://se.linkedin.com/in/arneahland
er
arne.ahlander@aqqurite.se
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2. –Henry Ford
”Coming together is a beginning;
keeping together is a process;
working together is success.”

3. Overview
❖ What is Self Organization?
❖ Why Self Organization?
❖ Prerequisites for Self Organization
❖ Possible map to follow
❖ Enablers for Self Organization
❖ Tools

4. What is Self Organization?

5. Self Organization
Self-organization is the emergence
of pattern and order in a system by
internal processes, rather than
external constraints or forces.
Encyclopedia of Ecology, 2008

6. Scrum Guide
“Scrum Teams are self-organizing and
cross-functional.
Self-organizing teams choose how
best to accomplish their work, rather
than being directed by others outside
the team.”

7. Why Self Organization?

8. Reasons for Self
Organization?
❖ Higher quality
❖ Faster results
❖ Higher value
❖ Multiple skills needed
Photo by Evan Dennis on Unsplash

9. Prerequisites for Self
Organization
Photo by Natasha Connell on Unsplash

10. Prerequisites for Self
Organization
❖Get out of the way
Photo by Hello I'm Nik 🇬🇧 on Unsplash

11. Prerequisites for Self
Organization
❖Support team to
get in there
Photo by Christoph Schmid on Unsplash

13. Team Maturity Capability

14. Models of Group Dynamics
❖ Evolution of Team
Dynamics (Tuckman)
❖ Wheelan´s Integrated
Model of Group
Development (IMGD)

15. Evolution of Team Dynamics
❖ Forming
Individuals meet and learn about goals, opportunities. Little shared knowledge,
no trust yet, strong desire for direction.
❖ Storming
Conflict and polarization around interpersonal issues, roles, goals, standards
and processes.
❖ Norming
Team identity and cohesiveness develops, new standards evolve, and new
roles are adopted.
❖ Performing
High degree of cooperation and interdependence. Goals are achieved
smoothly and effectively with a minimum of conflict.

16. Wheelan´s Integrated Model of Group Development
(IMGD)
Depende
ncy &
Inclusion
Counterd
e-
pendency
& Fight
Trust &
Structur
e
Work &
Productivi
ty
Terminati
on (or
not)
dependency on
designated leader
safety concerns
inclusion issues
”pseudo-work”
disagreement
(goals,
values,
procedures)
conflict ->
trust
Trust &
structure
phase
commitment
cooperation
productivity
effectiveness
goal
task

17. IMGD (Integrated Model of Group
Development)
Depende
ncy &
Inclusion
Counterd
e-
pendency
& Fight
Trust &
Structur
e
Work &
Productivi
ty

18. Blockers

19. Forms of Storming
❖ Negativity
❖ Continual criticism of team activities.
❖ Dissatisfaction
❖ with anything and everything. Can lead to negativity and other problems.
❖ Hostility
❖ Can take form of a person being aggressive, argumentative, even threatening.
❖ Crisis Mode
❖ Team operating style where anything and everything is a crisis. Team must come together and
honestly confront the issues.
❖ Shooting Down Ideas
❖ Common activity. Can be a sign of all the other forms.

20. Enablers

21. Enablers
❖ Align values
❖ Working agreement
❖ Coaching & support
❖ Inspiring vision
❖ Shared and challenging goals
❖ Don’t rush
❖ Be consistent
❖ Safe environment

22. bit.ly/32YOzxP

23. Tools

24. How to foster
Psychological Safety
on your teams?

25. How to foster Psychological Safety on
your teams
❖ Demonstrate engagement
❖ Show understanding
❖ Be inclusive in interpersonal settings
❖ Be inclusive in decision-making
❖ Show confidence and conviction without appearing
inflexible
bit.ly/2pYJdEm

26. bit.ly/2MXMcWH

27. Creating Psychological Safety
1. Approach conflict as a collaborator, not an adversary.
2. Speak human to human.
3. Anticipate reactions and plan countermoves.
4. Replace blame with curiosity.
5. Ask for feedback on delivery.
6. Measure psychological safety.
HBR, August 24, 2017
High-Performing Teams Need Psychological Safety. Here’s How to Create It
http://www.midss.org/content/team-learning-and-psychological-safety-surv

28. Speak human to human
“Just Like Me,”
This person …,
just like me.

29. This person has beliefs,
perspectives,
and opinions, just like me.

30. This person has hopes,
anxieties, and
vulnerabilities, just like me.

31. This person has friends, family, and
perhaps children who love them, just
like me.

32. This person wants to feel
respected, appreciated, and
competent, just like me.

33. This person wishes for peace,
joy, and happiness, just like
me.

34. Anticipate reactions and plan
countermoves
What are my main points?
What are three ways my listeners are likely to respond?
How will I respond to each of those scenarios?

35. Practice
1. After the Gathering, think of a
conversation you are about to have or
recently had.
• Identify main points
• Three ways my listeners are likely to
respond
• How will I respond to each of those
scenarios?

36. CDE Model
❖Container
❖Difference
❖Exchange
https://www.hsdinstitute.org/assets/documents/secure/5.2.3.14-cde-dissertation-excerpt.pdf

37. Scrum Patterns
❖ Self-Organizing Team**
❖ Fertile Soil*
❖ Autonomous Team**
❖ Community of Trust
bit.ly/selforgteam

38. Liberating Structures
http://www.liberatingstructures.com/
❖ 1-2-4-All
❖ Impromptu Networking
❖ Min Specs
❖ 15% Solutions
❖ 25/10 Crowd Sourcing

39. Conclusion
1. Create a graphic organizer
2. Write down
• One thing I learned
• One thing I want to investigate
• One thing I want to try at work

40. Questions

41. Arne Åhlander
Thank you!
www.aqqurite.se
Twitter: @ArneAhl
http://se.linkedin.com/in/arneahland
er
arne.ahlander@aqqurite.se
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