 |
Whether this rock is well formed or not depends on the team’s tacit knowledge.
|
109 |
 |
…a well-formed rock represents work a team can predictably pull through the thin pipe and objectively demonstrate as done.
|
109 |
 |
Poorly formed rocks are a root cause of many of the problems teams have with predictable delivery.
|
109 |
 |
Agile fiction and coding-centric thinking makes us believe that an omniscient product owner magically conjures well-forced, right-sized rocks for a team.
|
141 |
 |
…if the team is genuinely expected to be a product development team, we must work to minimize non-roadmapped rocks.
|
175 |
 |
It does not take much to imagine what may happen to teams or whole enterprises that fall behind the rate of change.
|
199 |
 |
Long-term outcomes depend on healthy teams working at a sustainable pace in a psychologically safe environment that enables innovation and creativity.
|
231 |
 |
When a group shares in the suffering, it actually brings a team together. It is the same reason people come together after a natural disaster.
|
096 |
 |
When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help.
|
106 |
 |
When we are not on a Trust Team, when we do not feel like we can express any kind of vulnerability at work, we often feel forced to lie, hide and fake to compensate.
|
106 |
