It all comes down to trust
extract uit: Team Disfunctios and Scrum by Plamen R. Balkanski
(Pat is a Scrum master of a new scrum team with members that blame each other causing bad velocity...)
"Pat feels betrayed. It seems like the hundreds of hours spent on convincing people and setting up the basics have been for nothing. The team hasn’t been maturing; it hasn’t even formed. Team members were living in artificial harmony by avoiding conflict. Now they feel disengaged and demonstrate no commitment. When a team fails to hold one another accountable, they demonstrate the most damaging dysfunction: inattention to results.
Pat is in an awkward situation because, though she firmly believes Scrum is not the reason for these problems, Scrum has exposed the dysfunctions. Everyone else is convinced that pre-Scrum, no dysfunctions existed. Post-Scrum, the team looks like it’s falling apart. How can Pat change this? How can she resurrect the team and prove to senior management that Scrum is worth the effort?
Can Somebody Please Explain!
I am convinced there is no easy answer to these questions; however I also believe that by following a few simple rules a lot can be done to save a dysfunctional team like Pat’s. ..
I should warn you that this is not something that can change overnight. If your team is experiencing these types of dysfunctions, overcoming them will require patience, good coaching, facilitation skills and then more patience. It will probably be many days, if not weeks, until you see some change.
- It might take as long as six-to-nine months until you start feeling optimistic about your team.
- Are you willing to be vulnerable?
It all starts with trust. "