In organizations, change comes from leadership. That is not necessarily connected with status and authority and, in fact, leadership can be manifested in many different ways (i.e. individual or collective) and styles. Still, the main force behind change is leadership. I have been coaching Agile teams, organizations, leaders and managers …
Stigmergy is a mechanism of indirect coordination between agents or actions. The principle is that the trace left in the environment by an action stimulates the performance of a next action, by the same or a different agent. In that way, subsequent actions tend to reinforce and build on each …
When we think about self-organization the obvious context is a team. Everyone in the Agile and Scrum world have heard about self-organized teams. We expect a boost of engagement and productivity when people aren’t told how to organize themselves. Interestingly enough, despite all the benefits we see at a team …
Agile working and cross-functional teams have the ability to silo organizations into teams, programmes and functions. This leads to duplication or work, a reduction in sharing knowledge and worse cuts people off from their support network. At a time when organizations are scaling, structures are flattening and workforces are increasingly …
How the Agile toolkit helped to shape and build our creative design processes, and how our fun and visual take on it helped us to herd our 20 strong team of creative cats.
This presentation shares some experience and discoveries on the topic of Growing Teams. What does it take to grow a team? What environment facilitates team growth? What distinguishes great teams? What can kill teams? What are characteristics of great team member? And some more.
