Leading for Self-organisation Dos and Dont's of Agile Management
summary
Argues managers enable self‑organising teams by attending to needs, not issuing orders, and by creating psychological safety, shared goals and stable teams; demonstrates an impediment game (cards, board, three action columns: any team member / scrum master / external) where surprisingly most impediments land in the team column so teams resolve them themselves; recommends practices like pair/mobbing, slicing invitations to change, intent‑based leadership, CI/CD to shorten feedback, and the imperative: stop calling people resources.
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chapters (15)
- 0:00Introduction
- 0:29Question
- 1:09contradiction
- 2:37management
- 4:38team
- 8:38whats important
- 11:29working in teams
- 16:37Improving collaboration
- 19:50Removing impediments
- 24:48Why work in a team
- 32:50Leadership styles
- 34:32Creating a teamwork culture
- 35:30How to organise teamwork
- 36:49What if it doesnt work
- 40:27Questions
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