3. Late Status Quo
Line Manager
Developer Developer Developer
Developer Developer Developer
4. Self
Foreign Element
?
Organization, Team B
Pull, Velocity, Agile, Team,
Scrum, Product Owner, Product
Backlog,
Sticky Notes, Daily
Product Owner
Developer Developer
Team A
Line Manager Tester Developer
Agile Coach
UI Designer
Developer Developer
Tester Developer
5. Chaos
Team B
Product Owner
Developer Developer
Team A
ine Manager
Tester Developer
Agile Coach
UI Designer
Developer Developer
Tester Developer
6. Crisis
Chaos
Team B Crisis
Deadlines
Projects
Demands Product Owner
Developer Developer
Sickness Team A
Conflicts
ine Manager
Tester Developer
Crisis Agile Coach
Defects
UI Designer
Developer Developer
Changes
Tester Developer
Staffing
7. Crisis
Chaos
Team B Crisis
Deadlines
Projects
Demands Product Owner
Developer Developer
Sickness Team A
Conflicts
ine Manager
Tester Developer
Crisis Agile Coach
Defects
UI Designer
Developer Developer
Changes
Tester Developer
Staffing
8. The Dilemma!
Team B
Product Owner
Developer Developer
ne Manager
Team A
Tester Developer
Agile Coach
UI Designer
Developer Developer
Tester Developer
9. The Dilemma!
Team B
Product Owner
Developer Developer
ne Manager
Team A
Tester Developer
Agile Coach
UI Designer
Developer Developer
Focus on the
teams
Tester Developer
10. The Dilemma!
Team B
Product Owner
Developer Developer
ne Manager
Team A
Tester Developer
Agile Coach
UI Designer
Developer Developer
Focus on the
Business as
teams
Tester Developer usual!
11. The Dilemma!
Team B
Some new
constraints
Product Owner
Developer Developer
ne Manager
Team A
Tester Developer
Agile Coach
UI Designer
Developer Developer
Focus on the
Business as
teams
Tester Developer usual!
12. The Dilemma!
Team B
Some new
constraints
Product Owner
Developer Developer
ne Manager
Team A
Tester Developer
Agile Coach
Expectations
radically changed
UI Designer
Developer Developer
Focus on the
Business as
teams
Tester Developer usual!
16. Daily Gemba Walk
Conversation!
Dev Task Board
Team A3-report
The Teams
17. Daily Stand-up
Conversation! Actions!
Team A
Team C
Team B Team A
Team C
Decisions!
Team D Team B Team D
Incoming Waiting Started Done
Release Board Resource Board
Tactical Strategic
Management Task Board
18. Release Board
Weekly Tactical Resource Board
Feedback! Priorities!
Team A
Team B Team C
Team A
Team C
Team D
Team B Team D
Decisions!
Follow-up! Improvement Board
Incoming Waiting Started Done
Tactical Strategic
19. Release Board
Monthly Strategic Resource Board
Problem Informed
Team A Solving! discussion!
Team B Team C
Team A
Team C
Team D
Team B Team D
Decisions!
Follow-up! Improvement Board
Incoming Waiting Started Done
Tactical Strategic
The group is at a familiar place. The performance pattern is consistent. Stable relationships give members a sense of belonging and identity. Members know what to expect, how to react, and how to behave.\n
The group confronts a foreign element that requires a response. Often imported by a small minority seeking change, this element brings the members whose opinions count the most face to face with a crucial issue\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
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The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n
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The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n
The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n