Psychological Safety is a commonly discussed topic in Agile circles. We’re frequently reminded how important it is for team performance. But how do we, as Scrum Masters, help our teams achieve that state, where they are free to express their thoughts on the challenges they face as a team without the fear of being overruled, ridiculed, or chastised for having a non-standard opinion?
In this episode, we explore Psychological Safety with Stephan Wiedner, and discuss what we can do to help create an environment where each individual can excel and help the team perform.
A personal lesson learned about the critical importance of Psychological Safety
Gerry came across Agile while working as a project manager in a construction company. Motivated by his drive to provide a great service to his customers, he started to study how to make his own business more adaptable and Agile.
Working with new technologies, he started to improve certain aspects of his business. However, he quickly realized that the size of the projects and demands of the customers were making what once was an “easy” to manage service, into a complicated service with many moving parts.
The use of computers helped manage that complexity, but also brought even more complexity. This was when Gerry discovered Agile and what it could bring to a non-IT business.
Does Agile apply when managing a company? In this episode, Simon Severino shares his story and his business of taking Agile to the C-Suite of fast-growing companies!
If you follow this podcast, the success of Agile methods is not a news item. It’s clear that Agile has improved greatly our ability to deliver software products to the market. In this episode, however, we look at a different application of Agile ideas. What if we could apply Agile to the methods we use to manage our businesses? That’s where this interview focuses: how Agile changes our approaches to running a business.
Simon is a growth consulting, he works with business leaders to help them improve the performance of their business. He does that using methods that will sound familiar to all Agile product development team members.
Managing your business as if it were an empirical problem, not a planning problem
Tom and Mary Poppendieck have authored several books over the years about what needs to change in how we develop software to be able to meet the demands of the market, competition, and the growth in complexity of technology businesses. A recurring pattern they have witnessed is that people keep trying to discover a “silver bullet”. We explore why that is a bad idea and some of the changes in product development that make it an impossible quest.
Read on for the details, and all the links shared during the show.