First of all, your team rules must be consistent with their team values and the principles you follow in your collaboration. For example, if you are a totally distant team, if you work in any place and feel more productive at all times, you can all be a principle that you can follow, which can flow from the value of flexible working hours. If you all work from the same office, their principle may be to be present in the office between 11 and 3 p.m., while you also work from the value of flexible working hours. 4. Make a list of agreements, discuss, bee-down, an agreement on results. They can be specific, behavioral and qualitative. One point of the contract could be this: team agreements are sometimes called social contracts. Studies show that social contracts, if properly implemented, have many positive benefits, such as. B to give employees a sense of control and security in their dealings with their boss and teammates. These contracts also provide a sense of responsibility, responsibility and trust among team members. For the chief, these contracts help motivate desirable behaviours in the workplace and can prevent dysfunctional behaviour without heavy supervision.
Through the Tuckman`s team development model, team agreements can help teams move peacefully and efficiently from the standardization phase to the performance phase. They also allow team members to maintain a sustainable culture of collaboration within the team. In short, team agreements help team members clarify expectations about the team`s work and culture and allow individuals to hold each other to account. For example, my team has the rule that everyone should be attentive during meetings and keep their phone at bay. Because of our work agreement, it is much easier to ask a teammate to put away his phone. Everyone knows that phones are a no-go, so when you show up for a meeting, no one feels shy to report it. The person on the phone will then realize that they are breaking their agreement and changing their behavior accordingly. 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. There is no formal or correct way to create work agreements, so Steve uses the approach I share in my workshops. As usual with a ScrumMaster, good preparation pays off.
Consider informing the team in advance of the agree categories/areas. During the next retrospective, Steve mentioned some of these topics and said he wants to talk about improving their environment. Tonia informs that she knows that another of her peers has created her own work agreement to reduce some of the friction and improve respect. Steve feels the atmosphere of the team and helps them learn more about the work agreements. First, he ensures that the team understands what work agreements are and how they will benefit personally. Future updates must also be accepted by the entire team. Depending on the extent of the changes, you can hold another meeting or simply get a consensus via email or chat. Make sure the rules of the labor agreement are not dictated by senior management – only your team really knows what it needs, so outside influence should be ruled out. How does your organization work with your teams and their agreements? Share your answers in the comments below.
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