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November 2024
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Satir Change Model
The Satir Change model applies to individuals as well as systems of individuals. It is one of the cornerstones of the family therapist Virginia Satir’s work on how change takes place. The Satir Change Model Late Status Quo A fairly stable system (individual or groups)...
Watermelons and Scarecrow management
A farmer’s scarecrow, symbolizing passive management, creates a culture of fear and blame, leading to organizational dysfunctions. Teams compensate for fear of failure by lacking trust, resulting in a facade of wellness but internal issues, like watermelons – green outside, red inside. Active leadership fosters trust by embracing failures as learning opportunities.
ScrumMaster as Servant Leader
“The great leader is seen as servant first, and this simple fact is key to his greatness” - Robert K Greenleaf The servant-leader is servant first, and then conscious choice brings one to aspire to lead. This person is sharply different from one who aspires to be...
Definition of Done : Why it matters?
One of the first things we recommend new Agile teams establish a “Definition of Done”. A shared definition of "done" is crucial to highly functioning Agile Teams in helping them develop practices and behavior that drive quality, consistency and transparency. A useful...
Centralized Control – Trapped in Wagile (Part 4 of 4)
This is the last part in the series “Trapped in Wagile”. In the kick-off article I outlined three fundamental characteristics of waterfall organizations. In subsequent articles I explained Phase-Gates (part 2) and Large-batch handoffs (part 3). In this article:...
Large Batch hand offs – Trapped in Wagile (part 3 of 4)
This is part three of the continuing series of articles. In the first article of this series, I outlined three fundamental characteristics of the waterfall system. In the previous article (part 2), I explained Phase gates and the unintended consequences when phase...