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How Group Norms Enable High-Performing Teams Group norms are the traditions, behavioral standards, and unwritten rules that govern how a team works together. They can be implied or openly acknowledged, but establishing a consistent way the team functions helps the individual members focus less on their own preferences and more on what works best. |
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Lead Teams that Deliver the Goods Great teams are often the result of great leadership—meaning leadership demonstrated across the team, including the person charged with heading up the team. Leaders have a responsibility to maximize their own potential as well as their team members'. Develop a great team, and you can deliver great products. |
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Collaborative, High-Functioning Teams Start with Agile Managers We often assume that management is pure overhead and adds little value. But management is necessary for teams to be successful. Teams sometimes need help creating environments where it’s easier to make the right decisions in a timely manner. A culture of delegation and trust starts with a good manager. |
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The Sign of a True Professional: Asking for Help When It’s Needed People worry that asking for assistance will somehow undermine their standing in the eyes of peers or employers. But most successful people are quick to acknowledge what they don’t know and to ask for assistance. Honestly admitting to limitations in your knowledge is the sign of a true professional. |
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The Myths behind Brainstorming, Open Office Plans, and Collaboration More companies are moving to some version of open offices or pod configurations in hopes of inspiring collaboration and improving productivity. But does it work? If you consult efficiency studies, the answer tends to be no. In fact, increasing proximity is shown to decrease productivity and creativity. |
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Maintaining Our Objective Voice in Testing As we embrace an agile culture, we adopt the core value of whole team accountability. But while collaboration is important, testers must continue to ask challenging questions, think deeply about the “what-ifs,” consider and advocate for alternative views, challenge assumptions, and look for ambiguities. |
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The Problem with Expectations for Agile Teams Too many people sell agile as a way to get better, faster, cheaper. But the problem with setting these high expectations for agile teams is that we too often neglect the roles of and expectations for agile managers. Managers are responsible for creating the environment in which people can deliver great work. |
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Have an Idea? You Can Do Wonders It is often daunting to visualize how to implement an idea, and this fear inhibits many from bringing ideas to fruition. However, in today’s market, with a little research and follow-through, there are various ways to do wonders with even simple ideas. |
