2) Once you design a process to achieve these goals, you draw the context and parameters of what your team needs now. Create z.B. an agreement: Tell your participants that you are now accepting as a group on team-wide agreements from the Candidates column on the whiteboard. 5. Run by example Scale should model the desired behavior in the social contract. If you expect to see some behaviour in the team, be sure to stick to it first. And if you see someone straying from the agreements, gently remind them of the agreement instead of accusing or embarrassing them. 4. Make a list of agreements, discuss, bee-down, an agreement on results.
They can be specific, behavioral and qualitative. A contractual element might look like: Step 3: Create your team agreements Once you have all the votes, look for cards with the highest number of votes. Those who have won all the votes are definitely part of the team agreements. For those who do not have consensus (all votes), ask team members who did not vote for them if they can still support them and live them democratically. And for those who have few voices, prioritize and have a conversation. Most of the time, these elements are either included in something else that has already entered the team agreements, or they are modified and then modified in the final document. At the end, each participant signs the document as a symbol of respect for the team`s social contract. Optional – If you want to limit the number of groups based on importance to continue to focus on the « most important points, » you can use voting to determine priority. It`s optional because some teams have found value in it, while others don`t.
Use your team`s discretion as to whether there are « too many » elements. If no sentence or comment is mentioned, the grouping can be used as in the next step. Voting is also useful when there are many conflicting views on how to do things. What we want here is the approval of consensus, where no one opposes it, and where everyone agrees. In short, team agreements help team members clarify expectations about the team`s work and culture and allow individuals to hold each other to account. There are two general approaches to establishing team agreements. It`s also a good time to gather feedback from the team on the usefulness/effectiveness of this format for future use. This can be done through a five-way vote. Tell participants that the group will do an exercise on team agreements and explain what they are (if the team doesn`t know them). Explain that it is important to have team agreements for a new team that starts today, or for a team already running so that they can focus on improving performance.
You can adapt to the group`s focus. Ask participants to write (on a post-it note) a sentence with the phrase « You can count on moi_ » that should be complemented by a behavior/standard that they believe should be a team agreement. 2. Coverage of Personal and Technical Behaviors Some team agreements deal more with technical practices (e.g.B. « Don`t push all codes on Fridays to production, » which was previously mentioned), while others focus on principles that will keep the team true, such as: « Give the person a performance return before talking about their performance to someone else. »