What is it: Reciprocal Value assumes a level of operational transparency and win/win approach to business where the risk, effort and burden is distributed to bring equitable advantage, competitive value, and opportunity. It considers the stakeholders of people associated with or affected by an activity, and prepares it's leadership for the level of commitment and attention necessary to create a positive outcome, from the present business requirements.
What's it take: Change Agile Teamwork (CAT) is a practice of managed clarity, openness, and results. The "CAT" considers the problem to be solved, the key milestones along the way, and articulates what success looks like in a way that the team and it's leadership are clear on the performance requirements necessary for success.
What bolsters it: Talent for reciprocal value creation lies in identifying performance capacity in the full team. Its leadership is versed in their roles of when to lead, when to collaborate, and how to communicate to navigate the terrain, the issues, and the noise to produce the needed results. Team members find a level of participation in being both a respectful leader of their discipline, and a collaborative member of their group. The "CAT" recognizes the value of balance and possibility recognized in the together, everyone on the team, achieving more. It is bolstered by a business need to produce a problem statement, an approach for breaking down the journey into recognize able milestones, and a timeline for traversing it's course.
What diminishes it's good returns: Fear, assumption, secrecy, lack of transparency, political minefields, and presumption undermine the good values of leadership and team work. Imagine the power of everyone bringing their personal best to produce something amazing that solves problems. Sometimes this requires leadership put aside some disruptive political actions that erode partnership, and build walls around teams, where collaboration would be more useful. Now imagine the scenario, where negative noise diminishes possibility, limits it's team results, and forces it's leaders to fail to recognize their success comes from collaboration and communication across the organization and not just to their bosses and their team members. Good returns from a project are introduced when the noise of personality, opportunity, and participation are considered as well as a balance of rewards, recognition, and role clarity. Good returns require willing leaders and collaborative followers recognizing that in a team, they must balance their involvement of EACH attribute.
What kinds of questions create value: "Optimism" and "pessimism" are judgment words that suggest only one way of being, consider the possibility that there are many solutions to create value, and your teams objective is to make the right decisions at the right time, to produce the right results!
- Is the problem and opportunity complete?
- How do we know it is the right problem to solve now?
- What is likely to create noise while we manage the issues?
- What are our current release, plans, actions, and daily huddles going to focus to support progress?
RESOURCES:
- Team Work in Agile: Bal Mahale
- Creating Reciprocal Value through Operational Transparency: Harvard Business School by Ryan Buell, Tami Kim, & Chia Jung -Say
- MindTools: Agile Project Management
- 7 Ways to Overcome Office Negativity (cultivate hope, not hate, in the workforce): Inc Magazine, by Aaron Skonnard
- Edge of Chaos: Non Judgemental Communications for Agile Teams
- The Secrets to a Successful Business: Radical Transparency: Jeffrey Hollender
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