Working Agreement Workshop

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Working Agreement Workshop



The web created by Avi Schneier and the Scrum Inc. team [1] encourages the team to ask questions that go to the heart of the team dynamics, standards and policies they commit to putting on the table, through the skills they want to put on the table and the skills they want to learn from each other, to how they celebrate success and learn from failure. In this article, I will discuss how I adapted the original Avis screen to the needs of the teams I have coached, clarify the various elements of a working agreement and share with you a step-by-step guide to facilitate collaborative workshops for the development of working agreements. Instead of restarting the ICC workflow from scratch, I decided it would be easier to go through the Google document point by point of what we had decided last time, and just take a look at everything we wrote and decide on its relevance. And I admit it was a bit difficult to get on the list. So I wonder if there`s a way to make it more fun. But even that highlighted some differences in the way we use the tools, and it gave us an opportunity to clarify some of the assumptions that were very interesting. For example, Chad, our illustrator, it [inaudible – 05:02] Status updates, and other people are very attentive and really watch it every day. This kind of thing is good to know, because if you want to communicate something important to Chad, you have to mark it specifically in an update, and I had done it, or use another tool where it attracts more attention. One of the assumptions we encountered was [inaudible – 05:24] which assumed that when she made Slack status available to a person, she thought she was online and available for questions. But it turns out that most people on the team don`t hold their Slack status properly. I am one of those people, for example. I only opened it in my browser all day, but I disabled all the notifications.

So it`s open, but when I work on something else, I don`t know. Clarifying this assumption prevents her from being frustrated in the future if she does not receive an immediate response from people because she knows she cannot assume that they are online. 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. Many other things have emerged. For example, meeting protocols and ways to improve our feedback process and how many people are struggling with OKRs and what we could do to make this process a little easier. And we found out that we didn`t have each other`s phone numbers, which was interesting. One day, all the Chadian communications came back, and he realized that he could not make anyone on the team known because he had no way of communicating with us. He didn`t know our phone numbers.

Nothing that has happened before, but he just stressed that it would be a good thing to have. So I would say that even though the Happy Melly team was already a happy and functional remote machine team, well-oiled, we always found ways to align and improve by checking our assumptions together.

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