By Jean Tabaka
Collaboration defined is a deeply pragmatic ebook that is helping agile practitioners comprehend and deal with advanced organizational and crew dynamics. As an agile trainer, i have came upon the combo of easy recommendation and colourful anecdotes to be necessary in guiding andfocusing interactions with my groups. Jean's wealth of expertise is conveyed in a delicately struck stability of reference courses and prose, facilitating just-in-time studying within the agile spirit. All in all, an excellent source for construction greater groups that is healthy for agile veterans and neophytes alike.
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Extra resources for Collaboration Explained: Facilitation Skills for Software Project Leaders
In this context, then, it is appropriate for software project managers to ponder the notion of leader as servant to the team: the servant leader. Enter Robert K.  Greenleaf accumulated his recommendations about servant leadership through his decades of service as an AT&T executive and as a noted lecturer, resulting in his founding of the Center for Applied Ethics. Thought leaders no less than Peter Senge and Steven Covey have turned to Greenleaf's writings for direction in defining growth-oriented and collaboration-driven cultures in modern business.
Teams are empowered to make decisions versus being dictated to by an outside authority. 3. Members truly believe that, as a team, they can solve any problem. 4. Members are committed to success as a team versus success at any cost. 5. Trust versus fear or anger motivates the team. 6. They aggressively engage in participatory decision making versus bending to authoritarian decision making or succumbing to bullying for decisions. 7. Decisions are consensus-driven versus leader-driven. 8. Teams maintain an environment of constructive disagreement versus falling into damaging conflict or no conflict at all.
As Rob Austin and Lee Devin describe it in Artful Making: What Managers Need to Know About How Artists Work , this is a style that guides the work of "industrial making": highly plan-driven, highly repeatable, lowcreativity production work. However, this command-and-control culture shreds morale and dilutes the motivation of gifted, creative team members. My Anecdote I have vivid memories of a past command-and-control manager who serves as a reason not to choose this mode when attempting to create high-performance teams.