I recently put a workshop together to take a new team through to help describe some important agile concepts including the benefits of working collaboratively and swarming on tasks; the value of communication; how to self-organise; how limiting work in progress achieves more value and what we mean b| Emily Webber
A blog about people, culture, organisations and teams.| Emily Webber
People often struggle to describe who does what. Getting it wrong can mean that things fall through the cracks, or it becomes so descriptive that it hinders work. Articulating roles and responsibilities, especially in the 4Ds format, can clarify decision-making, help set expectations within and o| Emily Webber
I have been working with leadership teams for a while and have used this workshop to help them align around and articulate their purpose. This exercise allows them to identify opportunities to improve, focus their efforts and better communicate what they do with the rest of the organisation. This po| Emily Webber
This workshop is a game that helps people play at creating multidisciplinary teams while thinking about capability needs, learning opportunities and constraints.| Emily Webber
I have been working with digital, data, and technology organisations for a long time, many of which are in UK government departments. One thing that I have seen people get tripped up on is how they describe teams. Ambiguity about what a team is can create tensions, rework, and confusion and ulti| Emily Webber
How do we know what’s going on when we’re working in remote or hybrid organisations? How do we get the right information to the right people, find what we need and bump into ideas that can lead to something else? Distributed workplaces make it hard, but not impossible. This post explores some of the| Emily Webber
******Updated 26th Jan 2024****** In my recent post, Why Can’t we all get Along, I discussed the value of overlapping roles in multi/inter/transdisciplinary teams and referred to using the broken comb shape to describe skills and capabilities. In this post, I’ll expand on that theory and add an a| Emily Webber
I've recently been playing with ways of explaining the extended team for large and largeish organisations. I get frustrated when I see Agile teams that are essentially siloed off from the wider business (for many reasons). This causes dependency and communication issues and means they just aren't ab| Emily Webber
In a recent talk that I gave at Agile testing days and Lean Agile Scotland called "Whole Team Responsibility", I mentioned the team manual as a way of growing empathy in teams. Here is a quick write up with a little more detail and how to use it.| Emily Webber
