Scrum promotes cohesive, self-organizing teams. Scrum teams are tasked with finding the most optimal way to accomplish the work. To do this, they make decisions ranging from how best to meet goals to who should work on which tasks. Reaching group consensus can be difficult. Some opinions are more dominant than others; some voices more hesitant to speak out. Even in agreement, true consensus might not exist. One manifestation of this is the Abilene Paradox.

One of the cornerstones of Scrum is the self-organising team: one able to make decisions in relation to the target to which it has committed. In my work implementing Scrum, I have largely addressed how to form groups of individualists into cohesive teams, where the members support each other and make use of each other's strengths.

Scrum doesnt cause team dysfunctions, but it certainly exposes the ones you already have. This article explores common problems through example and analysis. Then, it suggests ways to overcome these obstacles so that your Scrum team functions at optimal levels.

This article shows how flirting skills can be used to improve interactions in the workplace.

A look at what is wrong with OOD/OOP based on responses to the question "What is wrong with objects".

Whether the change involves an entire enterprise, reorganization, or the adoption of new software development methods, there is one constant in any change: People need and crave information, time, and support. When those factors are absent, transitions flounder, and hoped-for changes fail. Managers at all levels can contribute to successful transitions. In this article, I will draw on my experience observing, leading, and participating in organizational change to distill practical ways that managers can support intentional change.

In modern software development there are two trends that allow people to get more for less: agile development and offshore outsourcing. Let’s look at how and when to successfully combine both to raise the competitiveness of your business

An agile coach's domain is team collaboration and how the work is organized to create a steady stream of valuable working software. In this article, Rachel Davies shares her experience about Agile Coaching.

The face of meetings has changed fundamentally since agile coaches and ScrumMasters started including facilitation techniques into agile meeting structures. Many of us have experienced the productivity benefits of these collaborative practices first hand, so they’re hard to deny. Yet it’s difficult to put our finger on why they should make so much difference to our software development process. At the same time neuroscience research has become increasingly popular as we try to make sense of the mysterious process of creating ideas and knowledge. As more information becomes available, there seems to be enough overlap in the research to suggest that agile facilitation really does help us make better decisions faster.

Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with.