• Обзор доклада с SAFe Summit Europe “When two cultures collide The influence of Country cultures on Agile team behaviors”

    Обзор доклада с SAFe Summit Europe “When two cultures collide The influence of Country cultures on Agile team behaviors”

Обзор доклада с SAFe Summit Europe “When two cultures collide The influence of Country cultures on Agile team behaviors”

About speaker and topic:

Keith de Mendonca
Principal Consultant, SPCT
Ivar Jacobson International Ltd.

Effective decision-making, self-organisation, collaboration and iterative delivery are all essential characteristics of Agile teams. As companies adopt Lean and Agile principles and practices across the globe, local country cultures will have an important influence on how those teams choose to work together and how Agile behaviours get translated. Cultural diversity can improve the creativity and productivity of an organization, so how can we unlock all of these benefits from our Agile Teams?

In this talk Keith de Mendonca will introduce a model which describes country cultures and examines them through an ‘Agile’ lens: how teams might interpret the Agile principles, practices and roles in different countries. Keith will also provide practical advice on how this analysis can be used to support teams working together effectively even if they are spread across different countries.

В своем докладе Keith сравнивает какие есть культуры в странах, и как они сталкиваются с организационной культурой, в частности с Agile.

Что такое культура?

The collective programming of the mind which distinguishes the members of one category of people from another

Geert Hofstede

Зачем нам изучать вопрос культуры?

  • Culture impacts relationships & communications — how we work together
  • Misunderstandings in conversations, negotiations and agreements can lead to:
    • Building the wrong thing
    • Building it the wrong way
    • Building it at the wrong time
  • Frustrations can erode trust between people and between teams — resulting in deadlock, withdrawal, low morale, and low productivity.

Существует много различных моделей культур.

Спикер в докладе озвучил модель Richard D. Lewis, которая делит культуры на 3 типа:

  1. Linear-Active: Punctual, stick to plan, compartmentalise project, works within departments, correct procedure, stick to facts, like a fixed agenda.
    Страны: Germany, Switzerland, USA, UK, Netherlands, Austria, Nordic Countries, Ireland, Australia
  2. Multi-Active: multi-task, plans grand outline only, gets round all departments, unpredictable timetable, pull strings, seek out key people.
    Страны: Italy, Spain, Brazil, Portugal, Greece, Russia, Slovakia, Romania, UAE, Saudi Arabia.
  3. Reactive: respectful, quiet, flexible hours, see whole picture, ultra honest, works across all departments
    Страны: Vietnam, Japan, China, Hong Kong, Korea, Thailand, Singapore, Malaysia, Philippines.

What is an Agile Organisational Culture?

  • High levels of Trust and Openness
  • Work in Teams, who adopt agile practices, principles and behaviours
  • Decentralised decision-making:
    •  Servant leaders facilitates the team’s progress and maximises the value produced by team, but do not instruct the team
  • Limit work in process (WIP)
  • Teams continuously make priority decisions about the sequence of work to be completed
  • Use empirical methods and data to inspect and adapt

 Если посмотреть из каких стран люди, которые приняли Agile манифест, то это люди с Linear-Active стран.

Теперь давайте посмотрим как будут воспринимать SAFe и Scrum люди с разных типов культур.

SAFe and scrum through a Linear-Active lens

  • Progress of an iteration or PI is expected to be linear
  • Expect fast decision making in short meetings
  • Data will direct our decisions … “facts are friendly”
  • Predict the short-term future with planning.
  • Encourage healthy conflict within the team
  • Keep on limiting WIP
  • Strictly timebox all ceremonies to minimize unnecessary conversation
  • Strictly follow the scrum guide/SAFe information

SAFe and scrum through a Multi-Active lens

  • Fixed time boxes feel artificial — work is done when it is done. Changes in circumstance may change when the work is completed.
  • We are used to doing many things at the same time, so feel limited by the focus on constantly lowering WIP limits
  • We don’t like being dictated to by the clock: we have a realistic and flexible notion of calendar time. Meetings should end when our conversation ends.
  • Work will come together at the end – don’t expect an artificial linear burn up/down.
  • Hierarchy: all this talk about servant-leadership is nice, but we are much more comfortable getting some clear direction from the SM and PO.

И это необходимо учитывать при работе с командами с разных стран. Мы не должны пытаться стереть культуру страны. Мы должны ее учитывать. Судить необходимо по результатам.

И не забывайте, что вы тоже пришли с какой-то страны со своей культурой. Как это влияет на ваше восприятие? А на восприятие вашей команды?

Что почитать?

Надеемся, обзор этого доклада был вам полезен. Полную версию вы можете посмотреть в рамках SAFe Summer Summit Europe 2020. Ознакомится с кейсами E5 по внедрению можно в нашем блоге.

А для более детального знакомства с SAFe приглашаем вас на наш сертификационный тренинг Leading SAFe.

Узнайте, что нового!
Никакого спама, никогда!