{"id":1693,"date":"2013-08-11T08:54:56","date_gmt":"2013-08-11T15:54:56","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1693"},"modified":"2025-02-21T08:58:33","modified_gmt":"2025-02-21T08:58:33","slug":"collaboration-explained-facilitation-skills-for-software-project-leaders","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2013\/08\/11\/collaboration-explained-facilitation-skills-for-software-project-leaders\/","title":{"rendered":"Collaboration Explained: Facilitation Skills for Software Project Leaders"},"content":{"rendered":"

\"collaboration_explained\"<\/a>This book is from one of my favorite people in the Agile community, Jean Tabaka<\/a>.\u00a0 Jean is a Agile Fellow at Rally<\/a> and wrote one of the key books that influenced me in my thinking about Scrum.\u00a0 For me, the ideas, concepts and techniques in this book are fundamental to being a good ScrumMaster.\u00a0 Any ScrumMaster, or team leader, who cannot master these techniques has no business in this role.\u00a0 The good news is that Jean lays out very clearly how to perform these fundamental facilitation techniques in her easy-to-read, accessible book.\u00a0 Finally, what makes this book such a pleasure to read are Jean\u2019s anecdotes liberally sprinkled throughout the book discussing her successes (and failures) as a collaborative leader.<\/p>\n

For me, collaboration is this concept when you add two plus two you get something greater than the simple sum – you might get five, eight or even twelve! \u00a0 \u00a0 Collaboration is the idea that we build upon the talents and gifts of each individual to develop something emergent, remarkable and could not have been predicted in advance.\u00a0 In contrast, the pale, cheap knock-off of collaboration is cooperation.\u00a0 As I think about it, cooperation is the concept that two plus two will produce four and the final outcome can be predicted in advance by reviewing each of the individual components.<\/p>\n

To an inexperienced ScrumMaster, project manager or team leader, cooperation and collaboration appear to be the same thing.\u00a0 As long as people get along – cooperation – that is good enough.\u00a0 However, that is not what we are striving to achieve in Scrum.\u00a0 IMO, one of the central goals of Scrum is to integrate the various perspectives, experiences and ideas of each member of the Team with the needs of the customer to produce an astonishing outcome.\u00a0 An outcome or result that is simply revolutionary and disruptive while being extremely elegant and efficient in form and function.<\/p>\n

Often times, you can observe collaboration in meetings, but it should occur everywhere. It is the job of the collaborative leader to create an environment where people collaborate day–to-day in their personal interactions.\u00a0 Since Scrum is a team-based framework, the participants learn how to collaborate day-to-day by practicing the collaborative techniques in meetings.\u00a0 ScrumMasters are responsible to facilitate all the Scrum meetings and serve as a resource for the Team to facilitate any other meeting the Team needs help with, the ScrumMaster models collaboration and creates and maintains the collaborative environment.<\/p>\n

To the inexperienced, collaboration looks like magic – sometimes you get the right people together and it works out and other times the interactions are a dud and the meeting a failure.\u00a0 However, and experienced facilitator knows this is not true.\u00a0 There is no magic to collaboration, just a great deal of planning and preparation on part of the facilitator AND the meeting participants.\u00a0 Jean\u2019s book will prepare you to be a collaborative leader, to accept the responsibilities as process owner and help you manage participant dynamics in a variety of situations, including with distributed Teams.<\/p>\n

The first chapters of this book you need to read is not Chapter One, but Chapter Seven and Eight.\u00a0 In this chapter, Jean discusses the importance of preparing the participants to collaborate.\u00a0 In her opinion (and I agree with here), the most important question that must be answered before you even consider the agenda is:<\/p>\n

What is the purpose of this meeting?<\/p><\/blockquote>\n

If you cannot answer this question with a brief, direct statement, you have no reason to gather people together to meet.\u00a0 In addition, the purpose of the meeting must be compelling enough for each participant to take a break from their day-to-day activities and focus on the conversation at this meeting.\u00a0 Once you understand the meeting purpose, defining the agenda, selecting the participants and surveying the participants in advance of the meeting is a pretty straight-forward activity.<\/p>\n

Next, I suggest moving into Chapters One to Four for a discussion on what is collaboration, how to foster a collaborative culture, how to be a collaborative leader and how to support collaborative teams.\u00a0 These are the chapters you need to read to better understand what is collaboration from Jean\u2019s perspective.\u00a0 I would also suggest reading Chapter Eight while reading these initial chapters since this chapter provides the basic tools needed to support collaboration – meeting purpose, agenda, ground rules, parking lot, action plan, decision board, communication plan and ways to reach consensus.<\/p>\n

When you are complete with those chapters, there are three practical chapters around facilitation – Chapters Twelve, Thirteen and Twenty.\u00a0 Chapter Twelve describes the differences between listing and brainstorming and offers multiple techniques to facilitate both activities.\u00a0 Chapter Thirteen teaches you how facilitate in group dialogue and small group activities.\u00a0 The final chapter – Twenty – reviews how to close a meeting and move to action.\u00a0 Many people do not leave enough time for this very important step and Jean gives you instructions on what needs to be done and when.<\/p>\n

The last chapters I recommend reading in this book are Chapters Ten and Eighteen.\u00a0 Chapter Ten reviews the basic mechanics of setting up the meeting space, getting ready for your collaborative meeting and those first moments when people walk in the door.\u00a0 Chapter Eighteen offers specific techniques to manage the interactions and dealing with difficult dynamics during the meeting in very specific ways.\u00a0 Here is where I feel Jean\u2019s anecdotes are quite helpful since they provide actual examples and her response to those situations.<\/p>\n

Finally, if you need help creating collaborative meeting agendas, Jean offers up specific agendas you can apply if you are doing Scrum, Extreme Programming or just want to make your standard project meetings more collaborative.\u00a0 This book has just got it all!<\/p>\n

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