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Collaboration and teams


AGILE DOESN’T WORK WITHOUT PSYCHOLOGICAL SAFETY

Scrums and kanbans can’t help you if you’ve got a legacy culture that punishes
vulnerability.
by
 * Timothy R. Clark

by
 * Timothy R. Clark

February 21, 2022
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Summary.    During the last 20 years, the agile movement has gained astonishing
momentum, even outside of software development. There’s agile HR, agile project
management, agile customer service, agile sales, agile operations, agile
C-suite, and so on. But...more
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Twenty-one years ago, 17 software engineers published the Manifesto for Agile
Software Development, more commonly known as the Agile Manifesto. Responding to
the bureaucratic waterfall model of software development, with its linear phases
and heavy documentation, these engineers advocated a more flexible approach, one
that could adapt and succeed in a highly dynamic environment.





That simple declaration of values and principles has since spawned a global
movement that has gone far beyond software development, gradually expanding to
include under its umbrella a broad set of tools, processes, and functions.

Agile has fundamentally changed the way we build software. In my organization,
for example, we scrum, run sprints, and far outperform the pace of development
from the past. During the last 20 years, the agile movement has gained
astonishing momentum, even outside of software development. There’s agile HR,
agile project management, agile customer service, agile sales, agile operations,
agile C-suite, and so on.

Thousands of organizations can testify that their agile efforts have paid off in
terms of speed, quality, value, and long-term growth. But not everyone can say
that — in fact, approximately half of organizations that undertake agile
transformations fail in their attempts.

If your team has yet to reap the rewards of agile, you need to understand what’s
preventing you from delivering the fast, frictionless, scalable solutions you
envisioned. After evaluating several agile teams and conducting a series of
interviews with leading agile experts, I believe the primary factor is disregard
for the first value of the Agile Manifesto: “Individuals and interactions over
processes and tools.”


PROCESSES AND TOOLS ARE SCAFFOLDING

Agile processes and tools provide support, but the central weight-bearing
mechanism of the agile approach is not the scrum or the sprint. Rather, it’s the
team’s dialogic process — the way team members interact — that ultimately
determines success. The dialogic process informs how the team harnesses
intellectual friction (i.e., conflicting ideas) to perform interdependent work.
Are team members able to give and take, push and pull, talk and listen, question
and answer, act and react, analyze and solve? Or do they censor one another and
end up in self-preservation mode? In essence, agile’s core technology isn’t
technical or mechanical. It’s cultural. Agile teams ultimately rely on
psychological safety — an environment of rewarded vulnerability — to have a
collaborative dialogic process.

High psychological safety elicits a performance response with innovation as the
goal, whereas low psychological safety elicits a fear response with survival as
the goal. When team members stop asking questions, admitting mistakes, exploring
ideas, and challenging the status quo, they stop being agile. How can a
development team perform rapid prototyping, for instance, if it’s swimming in
fear? Or how can an HR team make equitable candidate selections if they can’t
safely point out actions that may be inadvertently driven by bias? To borrow a
line from William Butler Yeats, without psychological safety, “things fall
apart; the center cannot hold.”

When giving candid feedback, exploring unconventional ideas, and dissenting from
the majority become sources of punished vulnerability, people stop doing them.
How do you punish vulnerability? You criticize, embarrass, discourage, silence,
shame, trivialize, bully, and intimidate. At that point, the team’s dialogic
process breaks down and may ultimately collapse.

For example, I sat in a scrum meeting with a product development team that was
in the middle of a two-week sprint. Unfortunately, the team was missing the core
technology of psychological safety. Guarded and focused on self-preservation,
the team ultimately failed because the dialogic process fell apart. As it became
more emotionally and politically expensive to speak up, they gradually stopped
doing it. They sabotaged their agility by punishing each other’s vulnerability.
After the team was disbanded, I conducted a formal postmortem and interviewed
each of the nine members. Ironically, every member of the team had been
extensively trained in agile processes and tools, but those processes and tools
couldn’t save them. Only psychological safety could have done that.

Here are five practical ways to increase psychological safety to foster a
collaborative, successful agile team.


FRAME AGILE AS A CULTURAL IMPLEMENTATION.

Soon after implementing agile, many organizations revert to the default position
of worshiping at the altar of technical processes and tools, because cultural
considerations seem abstract and difficult to operationalize. It’s easier to pay
lip service to the human side and then move on to scrumming, sprinting,
kanbaning, and kaizening because these processes serve as tangible, measurable,
and observable indicators, giving the illusion of success and the appearance of
developing agile at scale.

Begin your agile transformation by framing agile as a cultural rather than a
technical or mechanical implementation. In doing so, be careful not to approach
culture as a workstream. A workstream is defined as the progressive completion
of tasks required to finish a project. When we approach culture as a workstream
within the context of agile, we classify it as something that can be completed.
Culture cannot be completed. Yet I see agile teams attempting to project-manage
it as part of the work breakdown structure, as if it has a beginning, middle,
and end. It doesn’t.

Remember, there’s always the risk that a team’s culture will snap back to
fear-based norms, so focus on individuals and interactions as the highest
priority. Small and seemingly insignificant acts of disrespect, rudeness, or
indifference can push a team back into withdrawal and personal risk management.
If a team can identify and manage detailed behavioral terms of engagement, such
as, “let people finish their thoughts without interrupting them,” they quickly
become norms the team upholds through peer-based accountability.


DEVELOP, DOCUMENT, AND DISPLAY VULNERABLE BEHAVIOR/RESPONSE PAIRINGS.

Hold a formal discussion with your team to identify the vulnerable behaviors
they believe will be crucial to success. Team members will most likely begin by
identifying common behaviors like asking questions, giving feedback, or
registering different points of view. Keep going until you flesh out a longer
and more nuanced list. Then identify positive response patterns for each
behavior. For example, you might identify pointing out an error as a vulnerable
behavior and then saying, “Thank you for pointing that out. What do you think
the root cause is?” as a positive response to it.

Document the behavior/response pairings and display them in your meeting room.
If you’re running a virtual team meeting, post them in the chat. Consider the
list a living document and revisit it in your sprint retrospectives. Create a
printed job aid of the list that team members can carry with them, and provide a
digital version that acts as a prompt and guide in virtual meetings.


FOCUS ON ONE BEHAVIOR DURING EACH SCRUM AND PRACTICE CULTURAL ACCOUNTABILITY.

Now that you’ve jointly produced a list of vulnerable behavior/response
pairings, pick one to practice during each sprint. When the team focuses on a
specific behavior and response pattern, it provides a manageable scope for
practice and activates peer-based cultural accountability.

If a gap emerges between the vulnerable behavior/response pairings and the team
leader’s own modeling behavior, that dissonance will breed cynicism and erode
credibility. But if the leader strives to model the behaviors and publicly
acknowledges mistakes along the way, the team will make cumulative progress. The
leader must make it clear that the members of the team are responsible for
holding each other accountable for performing and rewarding vulnerable
behaviors.


FORMALLY EVALUATE YOUR DIALOGIC PROCESS IN THE SPRINT RETROSPECTIVE.

Set aside time during the sprint retrospective — the meeting held at the end of
every sprint to review what went well and what could be improved — to formally
evaluate the quality of the team’s dialogic process. Make this review a standard
part of the agenda.

Discuss the quality of the team’s interactions and identify potential threats to
openness. Ask questions like: Did you feel included in the process? Why or why
not? What was the most vulnerable behavior you engaged in during this sprint?
How did the team react to it? Was there anything you didn’t say or do because
you didn’t feel safe? Does the team display a democratic pattern of
participation and influence? Why or why not?


CONCLUDE YOUR SCRUM WITH A “QUESTION/REFLECTION.”

Scrum meetings are meant to be fast-paced, daily coordination meetings in which
team members review the backlog, identify obstacles, and prioritize tasks. We
often do them standing up to keep them short. Though they’re not meant for
brainstorming, you can use them to create time for reflection between meetings
when necessary.

For example, if a team faces a difficult obstacle, pose a question about the
issue and ask the team to come to the next scrum meeting prepared to discuss it.
This approach offers more time for team members to crystalize their thoughts and
encourages them to engage in divergent thinking. Reassure your team that you
want to hear gut instincts as well as data-supported options.


. . .

If you drop agile tools and processes into a legacy culture that punishes the
very acts of vulnerability required to be agile, you will fail. Environments of
punished vulnerability — i.e., low psychological safety — leave organizations
agile in name only, like the talented team that stalled and then failed.

If a team is struggling in its agile transformation, shadow it. Evaluate its
dialogic process. Are members respectful? Do they tolerate candor? Do they
protect and reward vulnerable behavior? If the answers to those questions is no
and members are touchy, temperamental, or territorial, you’ve got work to do.
You may be blessed with resources, expertise, and mastery of technical processes
and tools, but ultimately, being agile relies on the ultimate enabler —
psychological safety.

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Read more on Collaboration and teams or related topics Organizational culture
and Agile project management
 * Timothy R. Clark is founder and CEO of LeaderFactor, a global leadership
   consulting and training firm. He is the author of The 4 Stages of
   Psychological Safety: Defining the Path to Inclusion and Innovation
   (Berrett-Koehler 2020).

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Read more on Collaboration and teams or related topics Organizational culture
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