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How to Write a Working Agreement

In this step, help the team enrich their work arrangements with aspects they may not have thought of. The following questions can be helpful: It`s important to keep agreements high and focus on values, not details. For example, “Be at the meeting from 8 a.m. .m to 8 a.m. .m.” can be converted to “At meeting time.” Add suggestions to the parking lot that are too specific or have nothing to do with the work arrangements. It is important to remind the team that these actions are not even triggered. They can (and should) change as we learn more about collaboration. Retrospectives are a good time to have an action that changes an existing work arrangement when we realize that it is an obstacle to better collaboration. Collaboration tools should help you bring your team together and improve the way you work.

But working remotely isn`t just about having the right collaboration tools. Good virtual team managers should promote team building, effective communication and group cohesion. So how can we get every team member on the same page? Go through agreements with the team and combine similar agreements into a single agreement. What else is there to say? It is important to remain silent for a few moments at this point. Some of the most important and controversial aspects are only said if the group creates space for them to emerge. Ask the participants if they all agree on the points of the work agreement or if something needs to be changed? You can choose different moderation options here, e.B. thumb vote, fist of five, one round of voting, etc. At this point, it is crucial that everyone is on board before moving on to the next step. Before the working arrangements session, collect the issues the team is currently facing, either from an obstacle committee (see example), a retrospective, or just familiar challenges. Bring them and share them during the session to support work arrangements. It can be helpful to share a personal story of your professional or personal life where work arrangements have helped. Finish the introduction by highlighting some of the benefits of working arrangements, as mentioned earlier.

Ask team members to think about these questions during the start-up phase of a team. It works well in person and digitally. Have participants write each wish on a (virtual) tights with a five-minute time box. Either share the wishes through bingo moderation, or ask participants to group all duplicates directly and place similar points next to each other to reflect the weight of similar desires. Look at them together, discuss the details and ask those present: Finally, retrospectively and repeat the effectiveness of your work arrangements to reinforce your team`s ideas. Work arrangements are a simple and powerful way to create explicit guidelines on the type of work culture you want for your team. They remind everyone how to engage in respectful behavior and communication. In this article, we`ll help you understand why these agreements are useful and how you can help your team create their own. Divide groups of more than five people into subgroups.

In my experience, it`s easier to get a small group agreement first and then bring it back to the whole. Regularly review your team`s working arrangements, especially if the team or work changes or if an agreement can no longer be respected. If an agreement cannot be reached, discuss what might stand in the way. Third, I will ask the team to write down ideas on how we hold each other accountable and how we can approach each other when a team member has let you down. I have just been promoted to Administration Team Leader. My supervisor asked me to create a first working agreement layout. If you have a small team (4 people or less), ask each person to write two agreements. Comment /Email me: Can you imagine a team that will benefit from a teamwork agreement? Do you feel safe running one? Why or why not? To keep the discussion on track, use moderation techniques like the first of five to reach consensus on all working arrangements. Before closing the workshop, ask participants to formally commit to the team agreement. In persona workbenches, this can include signing the flipchart or whiteboard on which the team agreement was created. Allow participants to virtually add emojiis or photos to the virtual whiteboard. Recording questions help participants mentally arrive at the meeting and get in the mood for the topic at hand with an emotional understanding of their colleagues right now.

For a workshop on team agreements, the recording questions can be as follows: Tell us about a team you worked in that felt successful – what were the characteristics of this team? When you think about teamwork, what positive qualities appear in your head? Positive psychology suggests starting every meeting with something true and positive, as this helps the brain stay in a solution-oriented model. This is especially useful for a work organization workshop – suggest to the team that everyone works to stay on the positive side of the discussion on the registration issue. Give your participants three minutes to think about the question (maybe let them add stickers to a real or virtual board), then encourage each participant to share for one minute. Make sure each participant receives the same box of time to share and avoid comments on shared stories. A friendly smile and a thank you before moving on to the next stock work well. In this step, clarify what the team needs from the moderators to experience these work arrangements. Ask participants the following question: “What do you need from me as a Scrum Master to create the atmosphere described above?” While there are many ways to make it easier to create work arrangements, this small workshop-style format works for many teams. Then, ask participants to make a deal that will lead to successful team collaboration and use their thoughts as a guide. Have all your ideas added to the digital document or whiteboard in the brainstorming section. There are many different articles online on the “right” way to create an agile teamwork agreement, but I think it`s best to develop a creative process that works well for your team and culture. Earlier this month, I hosted a session that worked very well for this team, but that doesn`t mean this path would work for everyone. However, you should be able to adopt the principles of this post and apply them to your team.

First, set the context for working arrangements with your team. As a group, you can use whiteboards (physical or numeric), sticky notes, spreadsheets, or flip charts. Open the meeting by explaining to the team that you, as a group, create a set of behavioral agreements to facilitate collaboration. Ask the team about this: Work modalities are often used in the context of agility, but can be used by any team. Through the work agreement process, teams are made more aware of the interaction between individuals. Then set a timer for about five minutes and ask the team to generate as many ideas as possible for labor standards. This is a good time to remind them that agreements are called “We believe.. to watch. or “We appreciate…” ». Instructions to avoid having to clean things up later. I hope you found this overview of agile teamwork agreements useful.

If you have any questions, comments or even arguments against that, I would like to hear them. There is no official or correct way to create work arrangements, so Steve uses the approach I share in my workshops. As usual for a Scrum Master, good preparation pays off. Consider informing the team in advance about categories/areas for an agreement. Team agreements create clarity and mutual expectations in a social system. They can also increase productivity and create freedom of mind. By making implicit social expectations explicit, team members focus on real and sincere interactions, immerse themselves in creativity, and let go of social anxiety. In this way, work arrangements help teams create their ideal and most productive environment together, and can also avoid misunderstandings that lead to conflict. A teamwork agreement is therefore carried out in the same way as a regular retrospective meeting.

To prepare the ground, I will remind the team of the subject. And the topic is how the team wants to work together in the future. Review and vote to maintain or modify existing agreements. .

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