It is an attempt to explain (first of all to myself) what I know about working with teams and people systems. This is an attempt of externalizing my personal gut feeling of "what's right" when I'm meeting and working with (agile) teams.
Over several years of team coaching (as an in-house scrum master and a visiting agile coach) I've come to realize a model that seems to be less wrong thanĪnything else I'd known before. Because if something is stable about teams - it is how unstable there are. So all the efforts of describing a function of a team coach (a team leader or any other role that is supposed to help the team to grow) without taking into account the inherited team's dynamicsĪnd variability won't be beneficial in the long-run.
The team appreciated you doing for them last week might not work out this Monday. After dozens of years of studying teams we know some things for sure: teams are dynamics, fluid and unpredictable.Ī team that hit a star two days ago might be completely lost today. What was motivating and driving the team during the last project might now seem a total boredom.
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