We talked about
How do we foster psychological safety in a project team when the biggest safety issues stem from senior management?
- 3 key reflections: have a conversation with HR; call it out when it happens (in a constructive, non-emotional way)
- Situation, behaviour, impact – is a nice format for quick, non-accusatory feedback.
- Add up the time spent resolving issues in that feedback to show impact.
- I.e. We had to have 3 extra meetings to resolve that incident
Goldilocks agile structure – how to get enough structure for good delivery management and visibility but enough freedom for innovation?
Experience of successful, iterative, user centred delivery in highly regulated environments. What works for others?
- https://agilemanchester.net/programme/continuous-compliance-agile-ensuring-quality-and-regulatory-adherence-pace
- https://www.youtube.com/watch?v=STRpThSqKDk
- https://teamonion.works/
- Notes
- Bringing them in early.
- Team Onion with the teams
- Learning to speak their language. Why does working in this way reduce risk.
- Read the regulations. (They are often trying to get to the same things…)
- Align outcomes and values.
- From finance – The teams ended up with a product (marketing) a UX (users) and a BA (doing the legal shiz)
- From heavy engineering reqs – Their job title was SME. Who can we bring in and how close are they to others in the team.
- Take the agile experience to them. Invite them more. Show examples of poorly designed things.
- Seek allies and pull in the do’ers.
- Sometimes seeking forgiveness is easier
- Translate between the different languages of the different teams
- Think about language – Terms can trigger or have baggage.
How might I keep someone focused on finishing things instead of starting new things?
How do you balance individual and team recognition?
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