Maximize Team Performance and Collaboration through Dynamic Teaming
The rules are simple: Teams can add or remove members using consent. Members can join or leave teams with reasonable notice. And members can manage their bandwidth (i.e., hold many roles). Dynamic Teaming. Find a part of your business where teams change and turn it into an active two-way marketplace. It always leads to faster work, more interest, and improved results.
To apply for job openings, members meet with the team. They discuss the work and share their qualifications. No formal process here, a search for a two-way fit. Managers might fear taking risks threatening their position, as structure represents power. They ask themselves, “If I’m not a VP, what am I?” and “If I distribute my power, what do I have left?” The breakthrough happens when they realize that they can trade control for participation. Instead of being in one place on the org chart, they can directly influence many roles. People trade positional power for reputation. They can find joy in the work again by getting closer to the job.
Despite the internet and mobile devices, our problem-solving methods remain unchanged. We want speed and innovation, but we run from risk and inhibit our best people. We claim to work in teams but don’t trust one another. We know how we work isn’t working, but we can’t imagine an alternative. We long for change but need to figure out how to get it. We tried, but we got addicted to bureaucracy’s appeal. Our economy, government, and environment have many problems because we cannot make changes. We have two options: either we excel and use the pyramid’s power or are stuck and can’t find a better solution. People can trust and will trust one another to use judgment and do the right thing.
Holding someone hostage does not create peak performance. A team charter helps the team understand why it exists and how members should behave. How do you coach people to do their best work and develop their talents? What’s the best way to communicate with you? What’s the best way to convince you to do something? How do you like to give feedback? How do you want to get feedback?
To improve relationships in your community or team, show appreciation for each other. Our Membership is a coalition of the willing, the zealous, and those eager to reclaim their way of working. Membership Questions: These questions can apply to the organization or its teams. Everyone needs to feel a sense of belonging within the organization and their team(s). Ensure your boundaries are porous enough for the Membership to renew itself. Accept that an emotional commitment and participation membership is a self-organization prerequisite. Refrain from limiting yourself to the structures and policies of the past.
Agile methodology prioritizes the people involved in software development and their user interactions. Agile teams should have minimal to no separation to achieve this. Every team in this setting has its own goals and objectives, so there is no need for specialized teams. The team might make mistakes if they don’t understand the application’s requirements. For example, they may need to correct their code.
Shared code in an organized Agile setting starts with the team’s requirements, which helps everyone. Yet, this back-and-forth communication can lead to less team collaboration, causing delays. The team that created the code handles maintaining it, as they had the initial need for it. Yet, teams should not build things for the sake of it or to learn new technologies. Understanding technology is essential, but it should be manageable for the company. The most crucial part of software development is doing projects that help the business.
[¹]: Brave New Work: Are You Ready to Reinvent Your Organization?
