The Archery Momentum for agile teams

As we discussed in our last article about the different phases of group dynamics and the Tuckman model, there are several leadership strategies to promote good group cohesion and thus help teams succeed in their challenges.

In one of my last Agile Transformation at Scale missions, I implemented a simple new practice to help teams move from the Storming phase to the Performing phase without disruption.

We invited teams to give it a try and we noticed a positive impact on their collaboration while working together.

I named it: The Archery Momentum. It has 2 variations, one applicable at the team level “Team Archery momentum” and another applicable at scale, the “Scaled momentum archery“.

Let’s start with the simplest, its application at the team level.

Why “Archery Team Momentum”?

As Tuckman’s studies and sociological research on group dynamics indicate: The storming phase can be a complex phase for a team. Conflicts can arise between team members when power and status are assigned.

Disagreements and personality conflicts can potentially emerge during this stage; some teams may never come out of this stage intact. At this phase, practicing Team Archery momentum might help.

What is the “Archery Momentum” practice?

Let’s describe how to apply it at a team level. In a planning ceremony, be it sprint or iteration planning, participants explain their most important goal to achieve for the iteration or the Sprint. (These objectives can be learning and/or challenges to be achieved, for example, the delivery of an MVP in a Sprint). So the idea is that everyone on the team helps their colleagues achieve their goals.

This technique helps clarify everyone’s expectations, stimulates WIN / WIN synergies between team members and invites them to help each other.

It is important to emphasize that this practice is easily applicable to forge links between members of a small team: up to 5 people. Once this number is exceeded, its implementation becomes complex.

Now let’s explain the second variant “Scaled momentum of archery” applicable at the “Team of Agile teams” level.

Why “Archery Scaled Momentum”?

A common pattern found in large organizations is that “each team preaches for its ward”. The Product Owners are fighting to gain visibility, the star wars that undermine collaboration and encourage competitiveness: Who shines more? Who is the most recognized? Who is the star?

The Scrum Masters, playing the role of team shields, protect the concentration factors of their team members by prohibiting interactions, communication, and the possibility of mutual aid between team members of different teams (without going through the SM or PO). It’s also a way for them to put things in order. Welcome back bosses transformed into SM or PO!
The Scrum master becomes the obstacle to the autonomy of his team and the PO continues his star wars.

And when the teams fail to line up, we often hear: So we need the Sponsor! A person who has more power, to remedy the situation. Because it cannot be resolved at our level (the teams). We must climb! We must climb the ranks! Let’s climb, escalate the subjects, bringing the information up to our hierarchy, so that they make top-down clear decisions. Is this how we improve our time to market and business agility?

The pyramid is in the heart of (Fr)agility now. Goodbye to yesteryear circles of daily stand-up and sociocracy.

The n + 7 and n + 8 want their organization to become more agile and they have the budget for that. Take it easy: the BIGS 4 are there to help them (while they themselves have a hard time building their agility at scale). Let’s start producing the beautiful slides!

It is in this chaos called “(Fr)agility” where we try to operate to put the empatic and altruistic human back at the center of the organization.

What is the “Scaled momentum of archery” practice?

During a team of agile teams planning meeting, each team representative presents their team’s goal. Each and every team is committed to helping the rest of the teams reach their goal.

This encourages teams to define their sprint goals, promotes mutual support between teams and stimulates the creation of WIN / WIN synergies.

This practice is suitable for some agility models and frameworks at scale more than others. It is suitable for the SPOTIFY model, the LESS framework (Large Scale Scrum) or even SAFE (Scaled Agile Framework) when it is combined with SPOTIFY.

You know why? Once the number of 5 teams is exceeded, its implementation becomes complex.

Would you like to try it? If you need assistance or have any questions please do not hesitate to contact us, we will be happy to help you foster more collaboration and greater efficiency within your organization.

If you want to talk about it in detail with our experts, contact us!

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