While there are many ways to make it easier to create work arrangements, this small workshop-style format works for many teams. Have you tried this exercise or done something similar with your team? If so, have you seen any results? Next, ask participants to make a deal that will lead to successful team collaboration, using their considerations as a guide. Have all your ideas added to the digital document or whiteboard in the brainstorming area. We did this as a team last week and achieved great results – team agreements that we can share through an enjoyable and engaging activity that involves each individual. This remote work-friendly agreement exercise has been adapted by Esther Derby and Diana Larsen`s 5-step structure from her book Agile Retrospectives. The five steps can be summarized as follows: This article is exactly what I needed! We already use azure retrospectives, so it`s an easy adjustment for the exercise. Here are some important things to keep in mind when creating your own team agreement. Publish your work arrangements in an area visible to the entire team, e.B. Confluence.
If you used sticky notes, translate the final work arrangements into a document and publish it. It can be helpful to tell a personal story of your professional or personal life where working conditions have helped. Finish the introduction by highlighting some of the benefits of working arrangements, as mentioned earlier. They must either change their behavior (e.B. they may have taken shortcuts due to time pressure) or change the work arrangement (e.B. they have realized that some of the rules they have set are no longer applicable). Take the first post-it of the column “Candidates for team-wide agreements” and ask them to make a fist-to-five vote: when counting three participants, they should vote with their fingers one to five – five, if you completely agree, this point should be a team-wide agreement, 1 if you disagree. Comment/email me: Can you imagine a team that will benefit from a teamwork agreement? Do you feel confident to lead one? Why or why not? Most teams never explicitly state how they engage in collaboration. They just start working and maybe improve at some point. However, I have found that teams can improve faster if they spend time talking about their working conditions in advance.
Here are some examples: “At the end of the day, you can`t count on anything other than the fact that they have been added to the team to bring their expertise. You may have hopes and expectations, but until you talk and come to an agreement, these are just hopes and expectations, not agreements or commitments. To help us become a more competent team, today we are going to say very precisely how we want to work as individuals and as a group. So let`s get to work» When opting for a teamwork agreement, the most important thing is to make sure your team is fully involved in the whole process. Make sure it addresses any “itchy” or uncomfortable topics and that the chord is placed in a place that is easily accessible to the team. Let your attendees know that you will now agree as a group on team-wide agreements in the Candidates column of the whiteboard. Before diving into the exercise, emphasize that there is no right or wrong with a wish or expectation that a person might have. This exercise allows all participants to easily create, discuss and manage team agreements.
This can work well for colocation or remote teams. Here are some of the answers you might expect in the brainstorming category. Note that some are too specific or process-oriented to be work arrangements. If you have a small team (4 people or less), ask each person to write two agreements. Open the meeting by explaining to the team that you, as a group, will create a set of behavioral agreements to lead the collaboration. Ask the team: Describe the purpose of the exercise. I like to use the following introduction and description of what a work arrangement is and how it can benefit a team: Work arrangements provide the perfect opportunity to address sensitive issues such as dealing with conflicts and disagreements, as well as meeting schedules, under-execution and low engagement. These problems cannot be swept under the rug in the hope that they will disappear. A remote campaign team reflects and votes on the working modalities they will commit to and gather feedback in Confluence. “Becoming a team involves a commitment to work together and support each other in our common goals. Recording questions help participants mentally arrive in the meeting and get in the mood for the topic with an emotional understanding of their colleagues right now. For a workshop on team agreements, the recording questions can be as follows: Tell us about a team you worked in that felt successful – what were the characteristics of this team? When you think about teamwork, what positive qualities appear in your head? Positive psychology suggests starting every meeting with something true and positive, as it helps the brain stay in a solution-oriented model.