Ppugliese at 21:15, 21 May 2024

2024-05-21T21:15:53Z

← Older revision		Revision as of 23:15, 21 May 2024
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	* [[Create a Learning Organisation]]		* [[Create a Learning Organisation]]
	* [[Favour Teams with broader Solution Accountability]]		* [[Favour Teams with broader Solution Accountability]]
	* [[Favour Teams with broader Business Domain ~~Accountability~~]]		* [[Favour Teams with broader Business Domain Competence]]
	* [[Self-managed Team of Teams]]		* [[Self-managed Team of Teams]]
	* [[Amplify Speed and Quality of Learning Cycles]]		* [[Amplify Speed and Quality of Learning Cycles]]

Ppugliese at 12:19, 29 January 2024

2024-01-29T12:19:54Z

← Older revision		Revision as of 14:19, 29 January 2024
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	* [[Technical leaders as coaches, mentors and community leaders]]		* [[Technical leaders as coaches, mentors and community leaders]]
	* [[Invest in quality]]		* [[Invest in quality]]
	* [[Product solution ~~architecture~~ is driven from within development teams]] - Contending		* [[Product solution design is driven from within development teams]] - Contending
	* [[Self-managed teams]] - ''Contending''		* [[Self-managed teams]] - ''Contending''
	* [[Maximise Team autonomy]] - ''Contending''		* [[Maximise Team autonomy]] - ''Contending''

Ppugliese: Created page with "NOTOC == Description == The role of leadership is to foster an environment and incentive for teams to share learning. Teams are the centre for knowledge generation. However, natural tribal instincts tend to drive a "Not invented here" culture, leading to reinvention and wasted effort. In addition, hard-won knowledge stays within team boundaries leading to relearning waste in other teams. Leaders work to catalyse and support an environment that encourages and reward..."

2024-01-23T23:44:51Z

Created page with "__NOTOC__ == Description == The role of leadership is to foster an environment and incentive for teams to share learning. Teams are the centre for knowledge generation. However, natural tribal instincts tend to drive a "Not invented here" culture, leading to reinvention and wasted effort. In addition, hard-won knowledge stays within team boundaries leading to relearning waste in other teams. Leaders work to catalyse and support an environment that encourages and reward..."

New page

__NOTOC__
== Description ==
The role of leadership is to foster an environment and incentive for teams to share learning. Teams are the centre for knowledge generation. However, natural tribal instincts tend to drive a "Not invented here" culture, leading to reinvention and wasted effort. In addition, hard-won knowledge stays within team boundaries leading to relearning waste in other teams.

Leaders work to catalyse and support an environment that encourages and rewards learning and knowledge sharing as a successful part of the outcome of teams' work.

== Rationale ==
Principle 11 of the Manifesto for Agile Software Development, "The best architectures, requirements, and designs emerge from self-organizing teams", makes it clear that knowledge is best created from within teams rather than imposed by an external domain expert. However, there is a clear need to create a shared purpose between teams to create a broader scope of "us" to include fellow teams to avoid a “not invented here” syndrome. If teams have discovered a good way of working, this should be shared with other teams. When it comes to factors such as “how to do end-to-end testing” or “having an aligned architecture”, there needs to be incentive, time and mechanisms in place to incorporate knowledge and practice into the collective team of teams "[[wikipedia:Transactive_memory|Transactive Memory]]".

The traditional management solution for creating alignment is to have special-purpose teams (e.g. an architecture board) which then impose their decisions on the value-creating teams. This strategy has a number of challenges. It undermines the autonomy and empowerment of teams and usually results in lower-quality solutions suffering a lack of feedback and learning loops, which teams then find hard to buy into. Instead, trust value-creating teams to make these decisions themselves but provide mechanisms and time so that teams can collaborate across team boundaries to create the necessary alignment.

=== Related Principles ===
* [[Create the environment for people to thrive]]
* [[Foster a high trust environment]]
* [[Maximise engagement]]
* [[Create clarity of purpose]]
* [[Create a Learning Organisation]]
* [[Favour Teams with broader Solution Accountability]]
* [[Favour Teams with broader Business Domain Accountability]]
* [[Self-managed Team of Teams]]
* [[Amplify Speed and Quality of Learning Cycles]]
* [[Use the Definition of Done as an enabling constraint]]
* [[Maximise the Scope of Product Increment]]
* [[Support autonomy with clear boundaries]]
* [[Technical leaders as coaches, mentors and community leaders]]
* [[Invest in quality]]
* [[Product solution architecture is driven from within development teams]] - Contending
* [[Self-managed teams]] - ''Contending''
* [[Maximise Team autonomy]] - ''Contending''
* [[Maximise team empowerment and localised decision making]] - ''Contending''
== Related Patterns ==

* [[wikipedia:Inner_source|Inner Source]] - shared code ownership across teams with open source patterns and culture for ongoing evolution.
* Group Design Workshops - cross-team and cross-discipline workshops to evolve design and evaluate experiment outcomes.
* [https://www.lean.org/lexicon-terms/set-based-concurrent-engineering/ Set-Based Concurrent Engineering] across multiple teams running parallel experiments with collective learning.
* Communities of Practice or Community of Interest

Examples:
* Salesforce’s Virtual Architecture Team (VAT)
* Spotify’s Chapters (and partially guilds, when it comes to sharing knowledge, rather than creating alignment
These are effectively examples of Nonaka and Taceuchi’s Middle-Up-Down management described in The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Nonaka & Takeuchi, 1995)

Cultivate learning between teams - Revision history

Ppugliese at 21:15, 21 May 2024

Ppugliese at 12:19, 29 January 2024