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Tuckman Was Wrong

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Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.

Publicado en: Liderazgo y gestión
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  • Happy to be proven wrong, but I believe the Tuckman Model simply stated that all stages (FSNP) will have to be realized by a team before it is performant, not that the progression is always sequential.
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  • It doesn't look like Tuckman was wrong. It looks like he was right. But the model of forming teams over and over is stupid. Why? Because Tuckman was right. And that's inefficient and wasteful. And then there's all the other reasons...
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Tuckman Was Wrong

  1. 1. @WeAreCTO2 / @DocOnDev Tuckman was wrong
  2. 2. @WeAreCTO2 / @DocOnDev Doc Norton, CEO doc@wearecto2.com @DocOnDev
  3. 3. @WeAreCTO2 / @DocOnDev Stable Teams
  4. 4. @WeAreCTO2 / @DocOnDev – Scrum PLoP Stable Teams Pattern “Keep teams stable and avoid shuffling people around between teams. Stable teams tend to get to know their capacity, which makes it possible for the business to have some predictability.”
  5. 5. @WeAreCTO2 / @DocOnDev Why Stable Teams?
  6. 6. @WeAreCTO2 / @DocOnDev Because Tuckman’s Forming Storming Norming Performing
  7. 7. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Because Tuckman’s
  8. 8. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming PerformingBecause Tuckman’s
  9. 9. @WeAreCTO2 / @DocOnDev That’s wrong? What if...
  10. 10. @WeAreCTO2 / @DocOnDev the problem wasn’t because Tuckman’s? What if...
  11. 11. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performingbecause Tuckman’s
  12. 12. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performingbecause Tuckman’s
  13. 13. @WeAreCTO2 / @DocOnDev Because Tuckman’sPerformance Time Forming Storming
  14. 14. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming PerformingBecause Tuckman’s
  15. 15. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Storming Storming Storming Norming Norming Norming Because Tuckman’s
  16. 16. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Storming Storming Storming Norming Norming Norming Because Tuckman’s
  17. 17. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing? Storming Storming Storming Norming Norming Norming Because Tuckman’s
  18. 18. @WeAreCTO2 / @DocOnDev ActivityOccurrence Time Tuckman’s (for real, yo) Forming Storming Performing Norming
  19. 19. @WeAreCTO2 / @DocOnDev the problem wasn’t because Tuckman’s.
  20. 20. @WeAreCTO2 / @DocOnDev the problem was because resources? What if...
  21. 21. @WeAreCTO2 / @DocOnDev because resources
  22. 22. @WeAreCTO2 / @DocOnDev because resources
  23. 23. @WeAreCTO2 / @DocOnDev because resources
  24. 24. @WeAreCTO2 / @DocOnDev because resources
  25. 25. @WeAreCTO2 / @DocOnDev because resources HoursSpent Active Project Count 1 2 3 4 5 32 24 16 8 8 8 8 8 8 8 16 24 32 Active Work Other Tasks Context Switching
  26. 26. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Active Project Count 1 2 3 4 5 10 13.3 20 40 because resources
  27. 27. @WeAreCTO2 / @DocOnDev because resources
  28. 28. @WeAreCTO2 / @DocOnDev TaskTime Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources
  29. 29. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources One Project
  30. 30. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Two Projects
  31. 31. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Three Projects
  32. 32. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Four Projects
  33. 33. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Five Projects
  34. 34. @WeAreCTO2 / @DocOnDev stable teams Solved because resources
  35. 35. @WeAreCTO2 / @DocOnDev bUT...
  36. 36. @WeAreCTO2 / @DocOnDev and
  37. 37. @WeAreCTO2 / @DocOnDev “…different areas of code are going to need different skill-sets at different times, and for that reason we need [people] to go and work on those particular areas at different times… None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.” – Michael Feathers
  38. 38. @WeAreCTO2 / @DocOnDev “None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.” – Michael Feathers
  39. 39. @WeAreCTO2 / @DocOnDev reteam
  40. 40. @WeAreCTO2 / @DocOnDev Cabals at Valve
  41. 41. @WeAreCTO2 / @DocOnDev Spotify
  42. 42. @WeAreCTO2 / @DocOnDev reteam starters
  43. 43. #Agile2016 / #CultureACED / @DocOnDev four factors l e a d t o b e t t e r t e a m performance & collective satisfaction… AUTONOMY CONNECTION EXCELLENCE DIVERSITY
  44. 44. #Agile2016 / #CultureACED / @DocOnDev AUTONOMY CONNECTION EXCELLENCE DIVERSITY four factors lead to better team performance & c o l l e c t i v e satisfaction…
  45. 45. @WeAreCTO2 / @DocOnDev reteam patterns
  46. 46. @WeAreCTO2 / @DocOnDev socialization
  47. 47. @WeAreCTO2 / @DocOnDev Mitosis
  48. 48. @WeAreCTO2 / @DocOnDev Volunteer Fire Dept.
  49. 49. @WeAreCTO2 / @DocOnDev trading places
  50. 50. @WeAreCTO2 / @DocOnDev –Nayan Hajratwala “Reteaming is inevitable. You might as well get good at it.”
  51. 51. Only try to realize the truth. There is no team.
  52. 52. @WeAreCTO2 / @DocOnDev Doc Norton, CEO doc@wearecto2.com @DocOnDev thank you!
  53. 53. @WeAreCTO2 / @DocOnDev • Stable Teams Pattern - https://sites.google.com/a/ scrumplop.org/published-patterns/product- organization-pattern-language/development-team/ stable-teams • Tuckman’s Stages of Group Development - https:// en.wikipedia.org/wiki/ Tuckman%27s_stages_of_group_development • Using the Stages of Team Development - http:// hrweb.mit.edu/learning-development/learning-topics/ teams/articles/stages-development • Stages of Small-Group Development Revisited - http:// www.staff.science.uu.nl/~daeme101/ Stages%20of%20Small- Group%20Development%20Revisted.pdf • Theories and Models of Group Development - https:// en.wikipedia.org/wiki/Group_development • DAU Model of Team Development - http:// www.dtic.mil/dtic/tr/fulltext/u2/a493549.pdf • Dynamic Reteaming: How We Thrive by Rebuilding Teams - https://www.agilealliance.org/wp-content/ uploads/2016/07/H.Helfand.Dynamic-Reteaming- How-We-Thrive-by-Rebuilding-Teams.pdf • Quality Software Management: Systems Thinking by Gerald Weinberg - http://amzn.to/2d7SIZ9 • Valve Handbook - http://assets.sbnation.com/assets/ 1074301/Valve_Handbook_LowRes.pdf • Spotify Culture Video - https://labs.spotify.com/ 2014/03/27/spotify-engineering-culture-part-1/ • Squads / Chapters / Guilds - http://nomad8.com/wp- content/uploads/2014/02/Squads-Chapters-Guilds-in- one-page.graffle.pdf

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