And here's my first tip, my friends : if by chance, as a member of a Team, as a SM, Agile Coach, Manager or whatever… you notice that the training stage is behind you and there is not the slightest sign of conflict within the walls, it is advisable to keep your antennas open because it is very likely that transparency is just “listening to the conversation” and from now on, if nothing changes, expect problems that will certainly keep you awake at night.
The important thing is to know that at this stage, whining here and there is normal and part of it, and if things start to escalate into a fight (figuratively speaking), try to at least maintain a minimum of respect without giving up on opportunities for improvement.
The good news is that overcoming this stage is just a estonia whatsapp data matter of time and maturity… and the bad news is that this stage will appear as often as the organization decides to organically change the formation of teams and/or if turnover is very high.
Co-operative
At this stage, Development Teams begin to experience the positive results of early maturation . It is at this stage that members cooperate with each other and this mutual cooperation, although restricted to the team, generally results in some positive behaviors, such as the concern to write code that is easy for everyone to understand, the incessant search for simplicity in the proposed solutions — thus strengthening sustainability (in the medium and long term) — and the almost uncontrollable desire (laughs) not to produce so much technical debt.
At this stage, the best thing to do for, let's say, senior management spokespeople would be: 1) to support most of the decisions made by the Development Team — thus encouraging leadership actions that are fundamental to the evolution of any organization — even if, from the “outsider's perspective”, they seem to be wrong; and 2) to pursue constant improvements in metrics related to current value , such as employee satisfaction .
In short, teams at this stage start to worry more about the whole and not just about making it “work on their machines”. Furthermore, it is quite common to see practices such as pair programming (XP) and TDD being used at this stage.
P.S.: Most of the Teams I've had the pleasure of working with have transitioned most of the time between this stage and the next. I'm grateful for that!
Committed
I often say that Development Teams that navigate the calm (and sometimes not so calm) waters of this stage begin to commit themselves basically to the objectives and interests that are “outside the door” . What I mean by this is that the Teams at this stage have already done all their homework, that is, they have solved, if not all, most of the problems that occur “inside the door” , such as mastering very well the practices of the two rings closest to the center of the XP “Circle of Life” and understanding exactly the value and responsibility that revolve around each commit in production.
In other words… Teams at this stage tend to opt for frequent releases with high business value, have solid skills to quickly outline a hypothesis, build and deliver this hypothesis (product) to end users — thus privileging the fail fast X learn faster binomial — and are still capable, as a consequence of the high code quality standards adopted, of detecting and correcting defects in a short space of time, thus improving the efficiency of the “whole” and cultivating an acceptable time-to-market .
Furthermore, ladies and gentlemen… Teams at this stage tend to begin reaping the real benefits of the infamous self-organization.
Collaborative
To describe this last stage, I take the liberty of beginning by categorically stating, and without fear of any type of censorship, that Development Teams that put their foot in the door and “fall into” the collaboration stage will experience the much-promised (and sold at father-to-son prices by some illusion peddlers ) HIGH PERFORMANCE.
“Collaborative” teams usually take on a “life of their own” ; for this reason they are able to neutralize potential barriers, often diffuse, in the organizational culture in which they are inserted. Multidisciplinarity and self-organization are characteristics that are in the DNA of teams in the collaborative stage. An example of this is that teams in this stage are able to easily learn from the use of the product and to interpret the desires and needs of customers and users, regardless of the roles that they propose to promote dialogue.
In short… the collaboration stage is the “self-sufficiency” of a Team that emerges from the almost symbiotic relationship between developers, clients and users. (Paper Protection Association, judge me!)
Additionally, Teams at this stage organize themselves around all the work that needs to be done, self-manage by promoting high visibility… and the entire development life cycle is based on global practices that guarantee SUSTAINABILITY and QUALITY.