By Jean Tabaka
Collaboration defined is a deeply pragmatic publication that is helping agile practitioners comprehend and deal with complicated organizational and crew dynamics. As an agile trainer, i have chanced on the mix of simple recommendation and colourful anecdotes to be worthwhile in guiding andfocusing interactions with my groups. Jean's wealth of expertise is conveyed in a gently struck stability of reference courses and prose, facilitating just-in-time studying within the agile spirit. All in all, an outstanding source for development more advantageous groups that is healthy for agile veterans and neophytes alike.
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Additional resources for Collaboration Explained: Facilitation Skills for Software Project Leaders
Or are they? In his book Good to Great: Why Some Companies Make the Leap…And Others Don't , Jim Collinsbrings together research and resultant findings around the universal characteristics that distinguish companies able to bridge the gap from being just a good company to becoming a truly great company. Collins and his research team zeroed in on three fundamental practices of these successful companies: Disciplined People, Disciplined Thought, and Disciplined Action. " That is, as Collins describes it: …a paradoxical blend of personal humility and professional will.
And, that: …as the complexity increases in the environment in which a business or software development team operates, certain kinds of relationships produce better results. A highly facilitative leader encourages this organizational discovery, letting the roles emerge as most beneficial for the team. Self-organizing and self-disciplining teams decide their own team norms and capture these in their project charter. Members are able to bring their past experiences into the group and make a team declaration about their methodology, their tools, their best practices, and framework.
So, one thing for sure, I was not a driver, the D role. Even more revealing, I had to admit that being around D personalities really bothered me. I could see that I was a C with some S tendencies in that I worked to be supportive of other team members in order for us to be successful. To me, D personalities were pushy people who didn't really understand the value of my analysis and attention to detail and who preferred to just have visions and give orders. Not my style at all! Then, I recalled which teams I'd worked in that were successful and collaborative.