how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_get_away_from_business_as_usual_thinking_on_teams [2019/01/22 18:52] – [Want To Know More?] hpsamios | how_do_we_get_away_from_business_as_usual_thinking_on_teams [2019/01/22 18:54] – hpsamios | ||
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- | ====== How Do We Get Away from “Business as Usual” Thinking On Teams ====== | + | ====== How Do We Get Away from “Business as Usual” Thinking On Teams? ====== |
====== Premise ====== | ====== Premise ====== | ||
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* Impediment mining: Become more aware of recurring problems by looking through threads of messages in your email. Or perhaps look at the reasons you are having meetings. With “impediment mining” your email client can be a great source of potential problems with value delivery. Also look at your retrospectives over time. Do you see the same problems come up time and again. Perhaps you should do something about these? | * Impediment mining: Become more aware of recurring problems by looking through threads of messages in your email. Or perhaps look at the reasons you are having meetings. With “impediment mining” your email client can be a great source of potential problems with value delivery. Also look at your retrospectives over time. Do you see the same problems come up time and again. Perhaps you should do something about these? | ||
- | (Note: I am indebted to Tom Perry' | + | (Note: I am indebted to [[https:// |
In many ways, this thinking approach is really about increasingly seeing the whole system, seeing the Team’s part in that system, and seeing where the problems and impediments are. Once we have identified the problems, the usual Retrospective steps apply - root cause analysis, ideas to address, plan of action (including backlog items and experiment), | In many ways, this thinking approach is really about increasingly seeing the whole system, seeing the Team’s part in that system, and seeing where the problems and impediments are. Once we have identified the problems, the usual Retrospective steps apply - root cause analysis, ideas to address, plan of action (including backlog items and experiment), | ||
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====== Supporting Significant Change ====== | ====== Supporting Significant Change ====== | ||
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