Divide groups of more than five people into subgroups. In my experience, it is easier to reach an agreement on small groups first and then put them back together. Phil Montaro, of The Anywhere Office, has introduced a policy for a team agreement called ICC Workflow. This process divides work into three categories: information, communication and cooperation. The idea is for the team to define the information they need for the projects they are working on, the communication protocols needed for their work, and the tools they need to let each team know what the other is working on. Once we were all done, we took the opportunity to talk about each sticky team note. And the things we agreed on were placed in a Google Doc. At first, I remember it was a relatively painless process. There have not really been any major disagreements about anything for which we have just established the ground rules. What are the expected reaction times? And how are we going to give each other feedback? And what tools would we communicate with? So just a set of fundamental rules. And the idea was that we would evaluate them regularly. It is important to remind the team that these actions are not even cancelled. They can (and should) change when we know more about cooperation.
Retrospectives are a good time for action that changes an existing labour agreement if we recognize that it is an obstacle to better cooperation. Whether you`re working with a new team on a new project or working for years, creating a team agreement will help you create the glue that connects your team. This meeting agenda model helps remote teams create a “working team agreement.” It is a living document that defines expectations and agreements on how a remote team will work together. Together, you develop basic guidelines for cooperation to avoid costly misunderstandings. Work agreements are a simple and powerful way to create explicit guidelines for the type of work culture you want for your team. They are a reminder of all, how they can profess respect and communication. In this article, we help you understand why these agreements are useful and how you can help your team create its own agreements. Welcome to the Superpowers Collaboration podcast.
My name is Lisette and I interview people and companies that do great things remotely. Welcome to a different episode, each one. Today we are going to talk about team agreements. But first, I would like to announce that I met another 3.0 facilitator at risk of learning. And on July 25th in London, we will offer distance learning. So if you`re curious about what it is, then keep your eyes on the La La SuperPower Collaboration newsletter. The last sections, 9-10, are particularly important because we want to create a values-based culture. Scrum values anchor our culture, but we need to broaden our minds to include those of our company and our team. Honesty, for example, is essential to Scrum`s success, but it is not a fundamental value. I have not seen it often in the company`s valuables, but I have worked with many teams who want to explicitly include it in their employment contracts.