Evolution of Scrum Framework with the Thinking Environment (TE).

Recently I completed my accreditation as a Certified Scrum Master by Stu Mitchell founder of RedAgile. Not only did I come to understand the fundamentals of the Scrum framework after using it for some time but I walked away with new facilitator techniques that it in itself can take a life time to acquire.

As a result of this course I discovered that Agile software development principles are to guide i.e. the why and the frameworks are the methods of applications, i.e. the how.  With the growing hybrid approach to projects i.e. use of Agile in Waterfall environments it’s beneficial to any business to grasp the differences and use fit for process strategies. See reference for a full list of principles, values and differences between Agile and Waterfall, https://en.wikipedia.org/wiki/Agile_software_development.

The Agile Umbrella of frameworks includes many and I decided to pick the Scrum framework by Ken Schwaber and Jeff Sutherland as it’s lightweight, simple to understand, yet difficult to master. Not too dissimilar to soccer for all those fans out there, simple rules however yet hard to master.  

At QBE I decided to combine the Scrum Framework techniques such as sprint planning with another strategy called the Thinking Environment (TE) by Nancy Kline that introduces the human element.  The reason being TE is an effective way to build a high performing teams and at the same time solve complex problems and iteratively deliver outcomes. As mentioned the TE introduces the human element to the Scrum Framework to ensure you get the freshest and finest innovative thinking by building trust within the team. For example using a 1 of the 4 TE building blocks called a Round this provides a simple strategy to ensure that every scrum team member is heard during a sprint planning workshop. Each scrum team member is listened too without interruption. The first round taps in the first level thinking, write them down. Then offer the team to go a second round as most people have already thought of something else whilst everyone is having their turn. Write this down. Third round you get a deeper richer level of thinking that is not only diverse, rich in content but provides insight and innovation. After the rounds you have not only planned the sprint i.e. the “what” but when you reviewed and prioritised the suggested solutions using a simply voting technique you have an agreed “how”. The feedback from the scrum team at QBE was that they were feeling inspired, motivated and had a clear way forward. This method also ensured both introvert and extrovert scrum team members contributed adding to the diversity of content and solutions. Further feedback from the scrum team members has been around this approach contributing to the right amount of meetings and good management of vendors enabling key strategic resources to get on with the job.

I believe the TE through its 10 Thinking Components, 4 building blocks; Round, Dialogue, Open discussion, and Thinking Pairs, and 3 applications: Presentations, Transforming Meetings and the Thinking Council provides simple strategies to address dysfunctional teams, cross functional teams, build and lift high performing teams.

I believe the TE combined with the Scrum Framework introduces the human element enabling finer collaboration during the agile software development cycle contributing to quality code, iterative delivery and at the same time building higher performing teams. Executing outcomes successfully through people innovatively and consistently to the delight of your customers and business.