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Working Agreements

Working Agreements are a set of explicit rules, guidelines, and expectations that team members collectively define and commit to following. They serve as a framework for how the team will work together, make decisions, and handle various aspects of their collaboration.

Working Agreements are not a rigid set of rules imposed from above but rather a collaborative effort. Team members contribute to their creation, ensuring that the agreements reflect their collective values, goals, and preferences. These agreements can cover a wide range of topics, including communication norms, meeting protocols, conflict resolution processes, and more.

The Significance of Working Agreements

Working Agreements hold immense significance in the realm of teamwork and collaboration:

1. Clarity and Alignment

Working Agreements provide clarity by setting clear expectations and guidelines for team members. When everyone understands how the team operates, it reduces misunderstandings and conflicts.

2. Improved Communication

By defining communication norms, Working Agreements facilitate open and effective communication. Team members know when and how to share information, making collaboration more efficient.

3. Enhanced Accountability

Working Agreements create a sense of accountability within the team. When individuals commit to specific behaviors and processes, they are more likely to hold themselves and others accountable.

4. Conflict Resolution

Incorporating conflict resolution mechanisms in Working Agreements helps teams address disagreements constructively, preventing conflicts from escalating.

5. Team Cohesion

Working Agreements foster a sense of unity and cohesion among team members. When everyone is aligned on how they work together, it strengthens the team’s bond.

6. Adaptability

While Working Agreements provide structure, they are not static. Teams can adapt and revise their agreements as circumstances change or as they learn from their experiences.

Creating Effective Working Agreements

1. Involve the Whole Team

Creating Working Agreements is a collaborative effort. Involve all team members in the process to ensure that the agreements reflect everyone’s perspectives and needs.

2. Identify Key Areas

Start by identifying the key areas that Working Agreements should cover. Common areas include communication, decision-making, meeting practices, and conflict resolution.

3. Brainstorm and Discuss

Encourage team members to brainstorm ideas and openly discuss their preferences and expectations. Consider using techniques like brainstorming sessions or affinity mapping to organize thoughts.

4. Prioritize and Refine

After brainstorming, prioritize the most important agreements for the team. Focus on those that will have the most significant impact on team dynamics and effectiveness. Refine and clarify each agreement as needed.

5. Be Specific and Actionable

Make sure Working Agreements are specific and actionable. Avoid vague language and ensure that each agreement outlines clear behaviors or processes to follow.

6. Obtain Consensus

Seek consensus among team members for each Working Agreement. It’s essential that everyone is on board with the agreements to ensure their effectiveness.

7. Document and Share

Document the Working Agreements in a format that is easily accessible to all team members. This could be a document shared online or posted in a team workspace.

Enforcing and Upholding Working Agreements

Creating Working Agreements is only the first step. Ensuring that they are followed and upheld is equally important. Here’s how to enforce and maintain Working Agreements effectively:

1. Regular Review

Schedule regular team meetings or retrospectives to review the Working Agreements. Use these opportunities to discuss how well the team is adhering to the agreements and whether any adjustments are needed.

2. Address Violations Constructively

If a team member violates a Working Agreement, address it constructively. Encourage open communication to understand the reasons behind the violation and find solutions to prevent future occurrences.

3. Lead by Example

Team leaders and managers should lead by example when it comes to adhering to Working Agreements. When team leaders uphold the agreements, it sets a positive precedent for the entire team.

4. Encourage Feedback

Create a culture where team members feel comfortable providing feedback on the Working Agreements. Encourage open dialogue and adapt the agreements as necessary to address evolving needs.

5. Recognize and Celebrate Success

Celebrate instances where the team successfully follows the Working Agreements. Acknowledging and reinforcing positive behaviors can motivate continued adherence.

Real-World Examples of Working Agreements

To illustrate the practical application of Working Agreements, let’s explore a few real-world examples:

1. Agile Software Development

In Agile software development, teams often establish Working Agreements to guide their practices. These agreements may include guidelines for daily stand-up meetings, sprint planning, and code reviews. For example, a team’s Working Agreement might specify that all code reviews should be completed within 24 hours to ensure rapid feedback.

2. Healthcare Teams

Healthcare teams, such as those in hospitals or clinics, create Working Agreements to ensure patient safety and efficient operations. These agreements could cover protocols for patient handovers, communication during emergencies, or

the management of medical equipment. For instance, a Working Agreement might require all team members to confirm the identity of the patient before administering medication.

3. Virtual Teams

Virtual teams, which collaborate remotely, often establish Working Agreements to overcome the challenges of distance and different time zones. These agreements may include guidelines for communication tools, response times to emails, and expectations for availability during virtual meetings. For instance, a virtual team might agree to use video conferencing for important discussions to enhance engagement and communication.

Conclusion

Working Agreements are a cornerstone of effective teamwork and collaboration. They provide teams with a framework for clear communication, accountability, and conflict resolution. By involving the whole team in their creation, prioritizing key areas, and regularly reviewing and adjusting them, Working Agreements can contribute significantly to a team’s success.

In an ever-evolving work landscape, where effective collaboration is essential, Working Agreements serve as a valuable tool for building strong foundations and fostering a culture of trust, respect, and productivity within teams. Whether you’re part of a software development team, a healthcare team, or any group that relies on effective collaboration, Working Agreements can be your compass for success.

Key highlights of collaborative aspects of Working Agreements:

  • Collaborative Creation: Working Agreements are collaboratively created by team members, ensuring that they reflect collective values, goals, and preferences.
  • Significance: They provide clarity, improved communication, enhanced accountability, conflict resolution mechanisms, team cohesion, and adaptability, contributing to effective teamwork and collaboration.
  • Creation Process: Effective Working Agreements involve involving the whole team, identifying key areas, brainstorming and discussing ideas, prioritizing and refining agreements, being specific and actionable, obtaining consensus, and documenting and sharing agreements.
  • Enforcement and Upholding: Regular review, constructive addressing of violations, leading by example, encouraging feedback, and recognizing and celebrating success are essential for enforcing and upholding Working Agreements.
  • Real-World Examples: Working Agreements are applied in various contexts, such as Agile software development, healthcare teams, and virtual teams, to guide practices and ensure efficient operations, patient safety, and effective remote collaboration.
  • Conclusion: Working Agreements are crucial for effective teamwork and collaboration, providing a framework for clear communication, accountability, and conflict resolution. They contribute to building strong foundations and fostering a culture of trust, respect, and productivity within teams across different industries and contexts.

Connected Agile & Lean Frameworks

AIOps

AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking



This post first appeared on FourWeekMBA, please read the originial post: here

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