I thought it was high time to start noticing and revising each month for 5 things in work that was special for a reason, be it because it helped my work, or I enjoyed doing it, or anything else.
So here are the 5 best things of May:
- I work on a project where product management is a bottleneck. This project has a long history and lacks documentation. We are often blocked because there is a product decision to be made.
This bottleneck is still an issue for the team, and we wanted to visualize how big the problem is. We wanted to make our struggle clear to anyone who would be interested in how the team is progressing.
Jira is set up so that bug workflow doesn’t have blocked status, that is why these issues couldn’t be moved to Blocked column in the boards, and we were not allowed to change this. So we come up with the idea to add a new checkbox field to the bugs, labeled: Impediment. When this field is checked a flag is displayed on the card. There you go. Within seconds anyone can tell which bugs need an answer from the PM.
- May was conference time! I participated in Craft Conference.
This time it was more about networking for me because sadly, there were only a few talks on testing. The talk that gave me the most was about visual testing.
Angie Jones rocks!
- Conversation on team dynamics.
This topic came up because many people quit their jobs within a short period of time, and the worst in it was that key people were leaving the company. It raised many questions and concerns.
This is when I was shown the Tuckman and Jensen team development model.
In this model five stages are distinguished, each of them has different attributes.(Pic is from open.edu)Each team is in its own stage, which may or may not is aligned with each other. It is more likely that they are in different stages. When one in a given team feels that everything is going well, everything is aligned, and someone else from other team feels that everything collapses, then we can see a good example for this. And even the company itself is in its own stage. This is what gives complexity to the situation.
Now I can feel that getting from adjourning to forming is difficult, and I’m eager to see how we – as a team – are getting there.
- I’ve found an article on Google’s leadership evaluation questions: Here’s How Google Knows in Less Than 5 Minutes if Someone Is a Great Leader.
I replied with ‘No’ to so many questions… Knowing my answers I took a glance at the team dynamics model again, and I was wondering what would come out of this adjourning phase I’m experiencing.
- There was another article which came to my attention: An introduction to psychological safety.
Measuring team psychological safety has came up many times before in different conversations: ‘How can it be done?’, ‘Do you measure psychological safety in your teams?’
Amy C. Edmondson introduced psychological safety from the individual level to the group level, called as “team psychological safety”, and defined as “when members engage in any risky action in a team, the implementation of these actions is safe, can be accepted by colleagues”, she points out, psychological safety of staff is high when:
– organizational members can speak one’s mind freely;
– the organization encouraged and allowed risk-taking;
– organizational members trust and respect each other;
– organization members have the same beliefs and opinions for things.
To measure it, she has asked team members how strongly they agreed or disagreed with these questions:
- If you make a mistake on this team, it is often held against you?
- Are members of this team able to bring up problems and tough issues?
- Have people on this team sometimes rejected others for being different?
- Is it safe to take a risk on this team?
- Is it difficult to ask other members of this team for help?
- Would no one on this team deliberately act in a way that undermines my efforts?
- When working with members of this team, are my unique skills and talents valued and utilized?
Reading about these made me remember a great talk that was delivered by Jasmine Zahno and Josepf Perline: