Remember that every team is different. Clauses that work for my team may not work for your team. So find your own style and find out what works for your team. In the next retrospective, I decided to test the waters first. I talked about how I met my wife and played our wedding dance video (which turned out to be a big hit among Indian teams). Next, the SM shared family photos and talked about each of his children and their interests. The PO opened up about his move from Seattle and the stress that had caused, especially with the repackaging and moving of a huge house. One after another, the team opened up, and when I turned around, people started to go wrong and pour out their hearts. Some stories made the teams sad, some stories made the teams happy, but everyone shared something close and dear to them, and the emotions were high. We celebrated with a team member who beamed with pride and told us that his daughter had been admitted to a very prestigious university.
We cried with another who said that a parent was suffering from an illness and how difficult it had been to care for her. The team exchanged delicious recipes and enjoyed looking at family photos and hearing the stories behind them. For the first time, feelings were awakened when cultural and distanced barriers were destroyed. We have all been part of each other`s lives. We have all put a human face on contagion. However, meetings can be painful for everyone, especially when they are poorly planned. They feel like a waste of time that could have been invested elsewhere. What`s particularly frustrating is that these are usually spontaneous meetings that disrupt everyone`s day and can impair team members` ability to complete their tickets within a set amount of time. For each group, make sure that there are unique actions for each item, if any. For example, if a group of items alludes to how we handle external team requests or unforeseen issues, it`s helpful as a team to agree on how we`re going to respond to them. We can create actions such as “Must be discussed with PO”, “Must be maintained according to our story format taking into account the definition of Ready” and “PO updates the external part with expected delivery according to the capacity of the team and the discussion”. Steve begins to question the agreements proposed in his first priority area: Daily Scrum Start Time.
After any possible working agreement, it uses the Protocol of Decider to quickly seek consensus. If there is no immediate consensus, the person who said “no” to an idea proposes what they consider to be a better thing. If several people have a problem, everyone is expected to come up with a better idea. If too many people say no, the applicant should consider withdrawing the proposal. In the case of Steve`s team, after 20 minutes, the team has its first work agreements: work agreements are the perfect opportunity to address sensitive issues such as conflict and disagreement management, as well as meeting plans, outsourcing, and low engagement. . . .