Can you recall a situation in which you told to one of your kids to do something as routine?
For example: “Don’t forget to turn off the light after leaving your room”.
What were the results? –Well, it is varied from one kid to another by the maturity or personal character in which impact this routine results. Let’s check a few possible results:
1. The new task becomes a routine
2. Needs for a daily reminder.
3. The new routine is totally ignored.
4. Other could argue about routine importance.
As you can see the personal maturity has strong impact upon routine results.
Between organization culture to personal maturity
Now, let’s implement the same situation at work. For example, let’s assume that R&D has a new policy to fill log of work on daily basis. Why? So, stakeholder could see how the new content will be converted into a version by the end of sprint. So, from today, on daily basis each scrum member has to log his/her work. This means, that we shifting from team leaders commit on new content into empowering scrum members to be accountable for their work on current sprint.
OK, but how does it relate into personal maturity?
Member #A – adopt the new work logging routine.
Member #B – always “forget” to log work.
Member #C – well, he or she, doesn’t care
Member #D – constantly, asking about using a micro management.
Well, It is not easy…..but must be handled.
Here, some ways to handle those members:
1. The routine type – as Scrum master (SM) be a listener.
2. The “forgot” type – we can handle this in 2 ways:
a. Send weekly reminder to all scrum teams.
b. Use a daily reminder via daily meetings.
3. The “ignoring” or “arguing” type – escalates to product owner or team leaders.
From scrum master point of view, this is more than just scrum team change & more of organization culture change. Here, it is when all project stakeholders need to be involved & to be committed into this process (scrum masters, product owner, project manager & team leaders).
Eventually, it is happen in small like tectonic changes on Earth surface structure. But, more important is that it is a growing process. The keyword is growth.
Another issue may be raised when some stakeholder want to go faster than the organization culture is changed. That is the time, to tell them to slow down & let scrum members to adjust into the new culture changes.