Hi guys!
Don’t you just love it when your team uses your words against you.
Both the dev manager (remember my dev manager is part of the scrum team) and the PO do not like the idea of a daily scrum being 15 min and said I should not push for it because I am their “servant” leader and they are a self managing team and can have an hour and a half daily scrum is it pleases them!
They said according to ”scrum” they can work how they please and if they want to use the daily’s for a “status” meeting they can.
What is wrong here ?
Thanks
So I hear two things
– some people in the team are playing power politics
– some of the team see a longer daily Scrum as being high value
– you are being drawn into a “competitive” conflict resolution style
These are two quite distinct issues, however they are both really symptoms of some underlying core stuff. So – Scrum is serving (as frameworks do) like a diagnostic tool and exposing symptoms. The retrospective is where those get unpacked.
I guess my key questions would be:
– how is the team measuring it’s performance?
– how is the team measuring the value of the 90-minute daily Scrum?
– what do the other people in the team think about the long daily Scrum?
– is this the biggest issue you need to address?
– is there the psychological safety to discuss it in your retro?
Change, learning and experimentation is a good thing, but it needs to have both pressure to improve (from within the team, intrinsically, or from outside) and psychological safety.
So overall my counsel would be to reflect a little, and start to guide the team towards evidence-based empiricism and continuous improvement…