Typically, the recipe for becoming an agile organization is in a way: it takes the commitment of level C to change the culture of the organization and thus its course. You also need strong support from people in the trenches who want to become self-reliant, improve their control and serve a purpose. Then, in a concerted effort, the upper and lower hierarchies can motivate the middle leadership to turn into servants` guides. (Or probably follow Haier.) Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said "no" to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected to offer a better idea. If too many people say "no," the applicant should consider withdrawing the proposal. In the case of Steve`s team, the team has its first work agreements after 20 minutes: the Scrum mastery community as a practice often does not reach its full potential in many organizations.
The observation is that they are often limited to the exchange of good practices and lessons learned. This model greatly expands its scope. Through cooperation to solve organizational problems and remove organizational barriers, learning is deepened and validated by the result. All sprints should update the labour agreement, often through a retrospective review and a question such as: "Are these still our work agreements? What do we want to update? What are the areas that require new agreements? In general, what works for the agile cabinet community is also appropriate for members of the organization, but probably with another focus. For example, try this: Given the previous friction between some team members, he chooses a 1-2-4 model to discuss possible agreements. This model aims to ensure that everyone has a voice in this process: work agreements are a simple and powerful way to create explicit guidelines on the type of work culture you want for your team. They are a reminder of all, how they can profess respect and communication. In this article, we help you understand why these agreements are useful and how you can help your team create its own agreements.