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"In my opinion, this is the handbook for Agile teams. I have been wishing for this book since we implemented Agile several years ago. In many Agile process books, the team aspect of Agile has been glossed over in favor of the technical aspects; this book is a welcome change."--Sarah Edrie, Director of Quality Engineering, Harvard Business School"Cloud Computing, Distributed Architecture, Test Driven Development...these are simple to master compared to building an agile, efficient, and top-performing team. The path from skilled developer/tester to successful manager, team leader, and beyond is now more easily attainable with the insights, knowledge, and guidance provided by Ken Howard and Barry Rogers in Individuals and Interactions: An Agile Guide."--R.L. Bogetti, www.RLBogetti.com, Lead System Designer, Baxter Healthcare"This book provides fantastic insight on how individuals act and relate as a team. Ken and Barry give great examples and exercises to help the reader understand behaviors of each individual and use this knowledge to perform better as a team."--Lisa Shoop, Director Product Development, Sabre-Holdings"Individuals and Interactions is a masterfully crafted must-read for anyone who is serious about understanding and applying the human-centered values of Agile development. It is like Patrick Lencioni meets the Poppendiecks to write 'Agile through the Looking-Glass.' Here the 'Looking-Glass' is the powerful DISC framework, and we see it used to enable different kind of TDD (Team-Driven Development) through the use of stories, examples, models, and guidance."--Brad Appleton, Agile coach/consultant in a Fortune 100 telecom company; coauthor of Software Configuration Management Patterns"This book is essential reading for any engineering team that's serious about Agile development. Its chapters on team dynamics and development lay the foundation for learning all of the factors that enable a team to transform itself into an Agile success story."--Bernard Farrell, Consultant Software Engineer at EMC CorporationGreat emphasis is typically placed on the "mechanics" of agile development--its processes and tools. It's easy to forget that the Agile Manifesto values individuals and interactions ahead of processes and tools. You can gain powerful benefits by refocusing on the people side of agile development.This book will show you how. It's your practical user's guide to solving the problems agile teams encounter, packed with stories, best practices, exercises, and tips you can actually use. Step by step, you'll learn how to get teams to truly work as teams, not as disconnected individuals. Along the way, you'll find profoundly realistic advice on communication, motivation, collaboration, change, group dynamics, and much more.Whether you are an agile project manager, ScrumMaster, product owner, developer, trainer, or consultant, this book will help you make your agile environment more productive, more effective, and more personally fulfilling.
Contents
Preface xvIntroduction 1A Brief History of Organizational Behavior 2Stage 1: People Are Machines (Late 1800s-Mid 1900s) 2Stage 2: People Are Emotional Beings (1940s-1970s) 3Stage 3: Organization Is a Machine (1980s-2000s) 4Stage 4: Empowered Teams Transform the Organization (Current Trend) 6Birds of a Feather... 6PART I: INDIVIDUALS AND INTERACTIONSChapter 1 Autonomous Securities, LLC 11Chapter 2 Behavior and Individuals 13Communication Framework 14DISC History 15DISC Definition 15So Why Is This Important? 17Understanding and Accepting Others 17Communicate in Your Own Language 19The Language of DISC 20Strategies for Communicating 21How Do You Take a DISC Assessment? 22Closing 23Chapter 3 Team Dynamics 25An Apoplectic Dilemma 25A Different Approach to Teams 26Capitalizing on Strengths 28The Anarchical Team 30The Evolution of a Maturing Team 30Conflict 33Now What? 40Closing 42 Chapter 4 Communication 43Lingo 45Empathy 46Eye Contact 48Ambiguity 49Body Language 50Cultural Awareness 53Reflecting Body Language 54Small Talk 54Collaborative Conversations 57The Power of Shutting Up 64Communication Latency 65We the People... 68Closing 69Chapter 5 Collaboration 73Working as a Team 73Vox Populi 74Group Survival 77Problem-Solving Versus Decision Making 78Individuals and Decisions 79Groups and Decisions 79Group Influence 80Six Degrees of the Perfect Ice Cream Sundae 83Diametrically Opposing Forces 85Closing 88Chapter 6 Behavior and Teams 89Harmony/Conflict 89Why Not Hire a Team with Members That Will All Naturally Get Along? 92Be Prepared for Conflict 93Stressed Out 94Fill the Gaps 94Organizational or Team Culture 95Closing 95Chapter 7 Change 97A True Story 97Why Is Change Difficult? 99Change Squirm 102Change Apprehension 103Fear of Changes to Self-Actualization Needs 104Fear of Changes to Esteem Needs 105Fear of Changes to Love/Belonging Needs 105Fear of Changes to Safety Needs 106Fear of Changes to Physiological Needs 106Change Coach 107Change Catalyst 108Tracing to the Roots 109Grass Roots Resistance to Change 110Exposing the Origins 111Exercise 113Closing 114Chapter 8 Motivators 115Individual Workplace Motivators 115Theoretical 116Utilitarian/Economic 116Aesthetic 117Social 117Individualistic/Political 117Traditional/Regulatory 117Why Is This Important? 118Strategies for Motivating 119Leveraging Strengths 122Leadership and Environment 123Closing 124PART II: WORKSHOPChapter 9 Team Dynamics Workshop 129Preparation 129Workshop Instructions 130Pre-Workshop 130The Workshop 132Chapter 10 Communication Origami 139Materials 140Setup 140Facilitation 141Post-Exercise Discussion 141Chapter 11 Bridge Building 145Materials 146Setup 146Facilitation 147Post-Exercise Discussion 148Chapter 12 Moon Survival 151Setup 152Facilitation 152Individual Exercise 152Team Exercise 153Scoring 153Post-Exercise Discussion 153Moon Survival Expert Analysis 158Chapter 13 BalderDISC 163Materials 164Setup 164Facilitation 165Post-Exercise Discussion 166Chapter 14 Assessing Concordance and Discordance 169Materials 169Setup 170Facilitation 170Post-Exercise Discussion 171Chapter 15 Change Exercise 175Overview 175Setup 176The Drawing Board 177The Teams 177Facilitation 178Post-Exercise Discussion 179Chapter 16 Groups and Decisions 183Setup 183 DISC-Homogeneous Behavior 185Appendix How to Take the DISC 187References 195Index 199
