Jeff kicks us off with a conversation basically about a bias for Scrum. We’re all professional scrum trainers (PSTs) so we certainly believe in the framework, but does it make us fanboys? Jo gives a great place to start by asking what are you trying to achieve? What is your goal?
Practical examples of how to start influencing change. Jeff M is in a position now being new to the company and wanting to start rocking the boat right away but doesn’t want to be seen as a disruptor without people seeing the value in the disruption. Jeff B talked about revealing the need for change and helping them conclude it themselves.
What is often the thing that is holding people back from the change? Often, it is the perceived, or real, lack of empowerment from the organization. Sometimes it is there is already so much stuff going on that we cannot dedicate any additional time to the change. Maybe it is just the artificial constraints that you have put in place for yourself. If we had the power to put them in place, we have the power to remove them.
We talk about several different activities that employ in training to help people understand the damning effects of multitasking. All to often it is not only a lightbulb moment for students but also where they ask us to come in and do the same thing for leadership.
The topic of spikes come up again. Reminds us of the conversation we had with Jim Sammons.
Learning & or a Defined output (what does success look like?)
There was a point where we discussed “when does the team take time to improve themselves?” Some great analogies came up, whether it is a sports team or a military team, these teams spend a certain amount of time get learning and developing their skills. Where does this time go? How do we account for it?
I really like Jeff’s analogy. When is the first time you want to handle a line drive hit to you? At the World Series or practice? I bet it is at practice. I bet you would like time to know how to catch and recover before you are asked to do it when it really matters.
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