I’ve been working on a collection of great blog posts about the Scrum Master role. If you have a favorite article on the Scrum Master role, or it’s goals and responsibilities, let me know by submitting it here: https://bit.ly/TheBestScrumMasterBlogPosts2020
Scrum Masters are key participants in the teams, and key contributors to the improvement of productivity in the organizations they work in. Even if the Scrum approach and Agile, in general, are very new (from late1990’s, early 2000s), there are other approaches that have been with us for nearly more than a century now.
One such approach is “Taylorism”. In that approach, the main premise is that “some people” know “what needs to be done and how” (the planner/thinker), and other people “do it” (the doers).
“Take it to the team”: a Scrum Master Mantra
Unfortunately, that Tayloristic approach has become prevalent thanks to the work of some early consultancies.
In Scrum, one of the most important changes to the world of work is that the “doers” are also the “thinkers”. This is one of the reasons why here on the Scrum Master Toolbox Podcast, we often say: “take it to the team”. In other words, anyone can raise an idea of improvement, but only the team knows what can/should be done to achieve the goal. Sometimes that team is the development team, sometimes it is the development team + stakeholders, but it’s “the team” that owns and develops the process of work.
This perspective is revolutionary for many, including many consultancies that still push “process improvement” à lá Taylor (you know which ones).
What’s better than Taylorism for developing our teams and organizations?
That’s why I want to highlight this post in Lean.Org’s Lean Post blog: “Develop Your People Patiently Rather Than Rely on Super Taylorism”
As the article puts it: while the “west” was focused on separating the thinking from the doing, and using “Super Taylorism”, “in Japan, Toyota was developing a different approach to strategy, one based on technical learning on the gemba through trial and error–a process that aimed to serve all customers with a broad product line of high quality and at the right price.”
Does that sound familiar? Scrum is exactly that kind of approach: “based on technical learning on the Gemba through trial and error”
Check out the post, and learn about the roots of Scrum and Agile. Don’t get stuck in a Tayloristic approach that leads to frustration, dis-enfranchising the team, and long term problems.
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