Index
A
- absorption, Encourage New Hires to Share About Themselves
- Accelerate, Metrics-Metrics
- Accelerate State of DevOps 2019 report, Metrics-Metrics
- acquisitions, Preface, As Time Passes, Our Teams Change, The Power of Team Assignment, Isolation for New Product Development, Isolation to Spawn New Innovations in an Enterprise
- (see also merger)
- Actionable Agile Metrics for Predictability, Resources, Metrics
- Actionableagile.com, Metrics
- activities (see Constellation, Context Analysis, Ecocycle Sensemaking, Market of Skills, Own Your Workflow, Peak Experiences, Purpose to Practice, The Story of our Team, Tribe Role Alignment, What's Your Impact?, Work Alignment)
- Adkins, Lyssa, Encourage New Hires to Share About Themselves, Calibrate on People and Roles, Resources
- Advantage, The, Plan and Communicate about the Arrival of the New Team Member, What Is the Communication Plan for the Reteaming Initiative?
- Agile development, As Time Passes, Our Teams Change, Encourage New Hires to Share About Themselves, Are You Forgetting Who Is on Your Distributed Team?, Bring distributed employees together for a shared event, Help People Find Shared Causes and Form Guilds, Initiative Retrospectives, Resources for Running Retrospectives
- Agile Retrospectives: Making Good Teams Great, Resources for Running Retrospectives
- alliances, Merging Tribes Together to Form Alliances
- Allocations, Deliberate Switching at a Cadence to Share Knowledge
- Angular, Merging Teams to Enable Pair Programming Variety
- Apello, Jurgen, Resources
- AppFolio, The Managers Decide the Team Membership, Hiring to Sustain Culture and Development Practices
- Bryce Boe and, Form Bootcamps and Help New Hires Form Networks
- Comron Sattari and, Dynamic Reteaming, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Are Your Meetings Getting Longer?
- Damon Valenzona and, The Social Dynamic of a Team, Hiring to Sustain Culture and Development Practices, Incorporate Dynamic Reteaming Into Your Hiring
- development of, The Evolution of Teams, Include Your People in the Organizational Design, Collective code ownership versus strict code ownership, Colocated teams versus distributed teams, or hybrids, Give teams funding to create their own social events, Help People “See” the Organizational Growth and Know Each Others’ Names, Help People “See” the Organizational Growth and Know Each Others’ Names
- environment of, Form Bootcamps and Help New Hires Form Networks
- Jerry Zheng and, Create opportunities for teams to get to know key leaders in different departments
- Jon Walker and, The Social Dynamic of a Team, Reteaming to Spread “High Performance”, Pair programming with test-driven development enables greater fluidity in teams, Test automation, or lack thereof, Talking about Culture Change Directly
- mentoring at, Mentor Fatigue
- onboarding at, Form Bootcamps and Help New Hires Form Networks, Reteaming to Spread “High Performance”
- Paul Tevis and, Processing the Fact that Someone Left The Team
- practices of, Reteaming Decreases the Development of Knowledge Silos, Add People to Existing or New Teams?, Plan and Communicate about the Arrival of the New Team Member, Dealing with Dependencies Between Teams as a Result of the Split, Rotating Developers for Friendship and Pairing, Single specialist roles on teams versus full stack roles, Initiative Retrospectives, Variations
- product development at, Isolation for New Product Development-Isolation for New Product Development, Isolation for Solving Technical Emergencies, Merging at the Company Level
- team organization and, The Managers Decide the Team Membership, Assign the New Person a Mentor, Are Your Meetings Getting Longer?, The Emotional Challenge of Splitting Teams, Grow and Split at the Tribe Level, Switching Pairs Out Completely for Problem Solving, Switching Teams to Share Knowledge and Support a Feature, Rotating Developers for Friendship and Pairing, Switching for Personal Growth and Learning
- traditions of, Panarchy, Figure out the Team Names, Switching Pairs Within a Team, Design events to build relationships across the organization, Bring remote workers into the office and send team members to them
- AppFolio Property Manager, Isolation for Solving Technical Emergencies, Complexity of the domain
- AppFolio, Inc. (see AppFolio)
- attrition, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities-Reteaming Is Going to Happen, When People Leave, You Have a New Team
- autonomy, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, Form Bootcamps and Help New Hires Form Networks, The Desire to Hoard Good Team Members
B
- Beck, Kent, Switching Pairs Within a Team
- Bell, B. S., Encourage Managers to Pay Attention and Influence the New Hire
- beneficial silos, Isolation to Pivot the Company from Failure
- Boe, Bryce, Form Bootcamps and Help New Hires Form Networks-Form Bootcamps and Help New Hires Form Networks
- bootcamps, Form Bootcamps and Help New Hires Form Networks-Form Bootcamps and Help New Hires Form Networks
- Boufford, Mike, Seeding Teams, Include Your People in the Organizational Design, Grow and Split to Drive Code Ownership-Grow and Split to Drive Code Ownership, Switching for Personal Growth and Learning
- Bridges, William, Transitions—Coaching People Through Dynamic Reteaming, Suggest What to Bring Forward
- Brown, Brené, Approach, Saying Goodbye—Do We Announce Departures?, Ambiguity Around Layoffs
- Bulloch, Elaine, Reteaming as the Team’s Problem to Solve-Reteaming as the Team’s Problem to Solve
- bus count, Reteaming Decreases the Development of Knowledge Silos-Reteaming Decreases the Development of Knowledge Silos
- bus factor (see bus count)
C
- Cable, Daniel M., Encourage New Hires to Share About Themselves
- calibration sessions, Formally Kick Off the New Teams, When You Don’t Calibrate the New, Larger Team, How Are Existing Teams Impacted in Particular?, Suggest What to Bring Forward-Resources, Resources, Multiteam Retrospectives, Team Choice Marketplace
- career paths, Not Visioning Out Career Paths from the Beginning
- Catalyst for Thought, Isolation to Pivot the Company from Failure
- Caulfield, Carey, Isolation to Spawn New Innovations in an Enterprise-Isolation to Spawn New Innovations in an Enterprise
- Center for Right Relationship Goal, Help People Get a Sense of Shared History
- change, concept of, After Dynamic Reteaming: Transitions and Team Calibrations-Talk One-on-One With Leaders About the Change, Empathy is Essential when Catalyzing Dynamic Reteaming-Talk About the Ending
- chemistry, The Evolution of Teams, The Social Dynamic of a Team, Encourage New Hires to Share About Themselves, Reteaming to Spread “High Performance”
- (see also team chemistry)
- choice, individual, Determine Who Will Go on Each Team, Tell the Team That It Can Work How It Chooses, Merging Tribes Together to Form Alliances, The Impact of Toxic Team Members, Choice in the matter versus being forced to change teams-Choice in the matter versus being forced to change teams, Team Choice Marketplace, How to Do It
- Citrix, Preface, Panarchy, Isolation for New Product Development, Merging at the Company Level
- Citrix Online, Preface, Preface, Panarchy, Isolation for New Product Development-Isolation to Spawn New Innovations in an Enterprise, Merging at the Company Level
- Co-Active Training Institute (CTI), Resources
- coaching
- activities, Encourage New Hires to Share About Themselves, Suggest What to Bring Forward, Calibrate on Workflow
- benefits of, The Evolution of People In Our Teams
- opportunities for, Seeding Teams, You’ve Decided to Split, Here’s How to Do It, The Desire to Hoard Good Team Members, Reteaming to Spread “High Performance”, The Impact of Toxic Team Members, Talk One-on-One With Leaders About the Change-Talk One-on-One With Leaders About the Change, Transitions—Coaching People Through Dynamic Reteaming-Transitions—Coaching People Through Dynamic Reteaming, Metrics
- Coaching Agile Teams, Encourage New Hires to Share About Themselves, Calibrate on People and Roles
- Coaching for Performance, Assign the New Person a Mentor
- code archaeologist, Age of the code
- code ownership, The Power of Team Assignment, Reteaming Decreases the Development of Knowledge Silos, Dealing with Dependencies Between Teams as a Result of the Split, The Emotional Challenge of Splitting Teams, Grow and Split to Drive Code Ownership-Grow and Split to Drive Code Ownership, Switching Teams to Share Knowledge and Support a Feature, Pair programming with test-driven development enables greater fluidity in teams, Collective code ownership versus strict code ownership
- collaboration
- dynamics, Explore Where You Are on the Dynamic Reteaming Ecocycle-Mob programming fosters even more fluid reteaming
- need for, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Deliberate Switching at a Cadence to Share Knowledge, One-on-Ones
- opportunities for, Come Up with a New Seating Plan for the Resulting Teams, Chaotic Takeovers, Team Calibration Sessions, Calibrate on Work
- pattern, The Impact of Toxic Team Members
- Collaboration Explained, When You Don’t Figure Out How You Will Make Decisions as a Larger Team
- colleges (see tribes)
- Collins-Sussman, Ben, The Impact of Toxic Team Members
- colocated teams, Come Up with a New Seating Plan for the Resulting Teams, The Emotional Challenge of Splitting Teams, Colocated teams versus distributed teams, or hybrids-Colocated teams versus distributed teams, or hybrids, Bring remote workers into the office and send team members to them, How Are Existing Teams Impacted in Particular?, Calibrate on Work, After Your Team Doubles in Size
- community building, Cultivate Community-Get alignment at the team level, Help People Find Shared Causes and Form Guilds-Help People Find Shared Causes and Form Guilds
- company stability, Panarchy
- competition, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality
- consensus, reaching, Is Decision Making Becoming More Difficult?, Dealing with Dependencies Between Teams as a Result of the Split, When You Don’t Figure Out How You Will Make Decisions as a Larger Team-When You Don’t Figure Out How You Will Make Decisions as a Larger Team, The Impact of Toxic Team Members, Calibrate on Workflow
- Constellation, Resources
- Context Analysis Activity, Variables That Impact Dynamic Reteaming
- Convoi, Preface, Isolation to Spawn New Innovations in an Enterprise
- Conway's law, Grow and Split to Drive Code Ownership
- coseated teams, Come Up with a New Seating Plan for the Resulting Teams, Colocated teams versus distributed teams, or hybrids
- COVID-19, Panarchy, Anti-Patterns, Colocated teams versus distributed teams, or hybrids, Transitions—Coaching People Through Dynamic Reteaming
- Coyle, Daniel, Encourage New Hires to Share About Themselves
- Creating Great Teams, Managers Arrange Team Self-Selection Events, Team Choice Marketplace
- creative destruction, The Evolution of Teams, The Evolution of People In Our Teams, Anti-Patterns, Explore Where You Are on the Dynamic Reteaming Ecocycle, Plan Your Dynamic Reteaming Initiative, Coping with Unexpected Dynamic Reteaming, Help People Find Shared Causes and Form Guilds
- cross-team dependencies, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Shared People Across Teams-Dealing with Dependencies Between Teams as a Result of the Split, Switching Teams to Share Knowledge and Support a Feature, Deliberate Switching at a Cadence to Share Knowledge, Multiteam Retrospectives
- CRR Global, Inc., Help People Get a Sense of Shared History
- Crucial Conversations, The Desire to Hoard Good Team Members
- CTI (Co-Active Training Institute), Resources
- culture, Suggest What to Bring Forward
- Culture Amp, Reteaming by Abstraction with Poor Communication, Survey Tools
- culture change, What It Means When You’re Asked, “How Do We Maintain Our Culture?”
- Culture Code, The, Encourage New Hires to Share About Themselves
- culture maintenance, What It Means When You’re Asked, “How Do We Maintain Our Culture?”-What It Means When You’re Asked, “How Do We Maintain Our Culture?”, Talking about Culture Change Directly
- culture priming, Hiring to Sustain Culture and Development Practices-Hiring to Sustain Culture and Development Practices
- culture seeding, Hiring to Sustain Culture and Development Practices-Hiring to Sustain Culture and Development Practices
- cycle time stability, Talk One-on-One With Leaders About the Change, Metrics-Metrics
D
- Danforth, Janet, When You Don’t Figure Out How You Will Make Decisions as a Larger Team
- Dare to Lead, Saying Goodbye—Do We Announce Departures?, Ambiguity Around Layoffs
- Daring Greatly, Approach
- Davies, Rachel, The People Take a Survey to See if They Want to Change Teams-The People Take a Survey to See if They Want to Change Teams, Add People to Existing or New Teams?, The Emotional Challenge of Splitting Teams, The Desire to Hoard Good Team Members, The Impact of Toxic Team Members, Mark the Ending with a Ritual
- decision making, Is Decision Making Becoming More Difficult?, Dealing with Dependencies Between Teams as a Result of the Split, What It Means When You’re Asked, “How Do We Maintain Our Culture?”, When You Don’t Figure Out How You Will Make Decisions as a Larger Team-When You Don’t Figure Out How You Will Make Decisions as a Larger Team, After Dynamic Reteaming: Transitions and Team Calibrations, Empathy is Essential when Catalyzing Dynamic Reteaming
- Deming's Lessons for Management, Keeping the Toxic Team Together
- dependencies (see cross-team dependencies)
- Derby, Esther, Resources for Running Retrospectives
- Device Cornerstone team, Reteaming as the Team’s Problem to Solve
- disruption, The Evolution of Teams
- (see also creative destruction)
- distributed teams, Are You Forgetting Who Is on Your Distributed Team?, Colocated teams versus distributed teams, or hybrids-Colocated teams versus distributed teams, or hybrids, Give teams funding to create their own social events
- Drive, How A Company Reorged with Self-Selection
- Dunbar's number, Grow and Split at the Tribe Level, What It Means When You’re Asked, “How Do We Maintain Our Culture?”, Reteaming by Abstraction with Poor Communication
- Dweck, Carol, Mindset about growth and learning
- dynamic pass, Preface
- dynamic re-pairing, Switching Pairs Within a Team
- dynamic reteaming
- challenges of, Dynamic Reteaming, Variables That Impact Dynamic Reteaming-Mindset about growth and learning
- concept of, Dynamic Reteaming-Dynamic Reteaming, Team Members Trade Places, Then Tell Managers
- FAQs, Create Your Dynamic Reteaming FAQ-What is the Feedback Plan for the Reteaming Initiative?
- patterns of, Preface, Dynamic Reteaming Patterns, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
- (see also grow and split, isolation, merging, one by one, switching)
- unexpected, Coping with Unexpected Dynamic Reteaming-Suggest What to Bring Forward
- dynamic teams, Panarchy
E
- Easy Remote Control (ERC), Preface
- eBay, Preface, Isolation to Pivot the Company from Failure
- ecocycle
- Ecocycle Sensemaking Activity, Explore Where You Are on the Dynamic Reteaming Ecocycle-Explore Where You Are on the Dynamic Reteaming Ecocycle
- effectiveness, As Time Passes, Our Teams Change, Are Your Meetings Getting Longer?, Include the Team in the Decision, When You Don’t Calibrate the New, Larger Team
- elitism, Elitism
- empathy, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Assign the New Person a Mentor, Deliberate Switching at a Cadence to Share Knowledge, Get horizontal alignment at the tribe level, After Dynamic Reteaming: Transitions and Team Calibrations, Empathy is Essential when Catalyzing Dynamic Reteaming, Conclusion
- enculturation, Encourage New Hires to Share About Themselves
- environment of learning, Mindset about growth and learning
- ERC (Easy Remote Control), Preface
- exercises (see Reteaming, Team Transition)
- Expertcity, Preface, The Evolution of Teams, Panarchy-Panarchy, Isolation Pattern-Isolation to Pivot the Company from Failure, The Thrilling Ride That Comes to an End, Merging at the Company Level, How Is Existing Work Impacted?, Notice the Triggering, Then Channel Your Thoughts
- extreme programming, Add People to Existing or New Teams?, Switching Pairs Within a Team
- Extreme Programming Explained, Switching Pairs Within a Team
F
- facilitation
- Facilitator's Guide to Participatory Decision-Making, Dealing with Dependencies Between Teams as a Result of the Split
- facilities management, Not Involving Your Facilities and Technology Groups Early Enough, Isolation to Spawn New Innovations in an Enterprise, Move the Team to Its Own Space, Merging Tribes Together to Form Alliances, Colocated teams versus distributed teams, or hybrids-Colocated teams versus distributed teams, or hybrids, What Seating or Office Changes Will Take Place Along with the Reteaming?
- fear
- attrition and, Firing People—When You Reteam Someone Out
- environment of, Pitfalls of the Merging Pattern at the Company Level, Drawing Out the Layoffs, Keeping the Toxic Team Together, Plan Your Dynamic Reteaming Initiative
- reteaming and, Does Dynamic Reteaming Always Work Out?, How A Company Reorged with Self-Selection, When You Don’t Calibrate the New, Larger Team, What Is the Communication Plan for the Reteaming Initiative?, Empathy is Essential when Catalyzing Dynamic Reteaming-Transitions—Coaching People Through Dynamic Reteaming, Team Retrospectives, Team Choice Marketplace, Variations
- fist of five technique, When You Don’t Figure Out How You Will Make Decisions as a Larger Team, Calibrate on Workflow
- Fitbit, Reteaming as the Team’s Problem to Solve-Reteaming as the Team’s Problem to Solve
- Fitzpatrick, Brian W., The Impact of Toxic Team Members
- Flannery, Grace, Calibrate on History
- Forsgren, Nicole, Metrics
- Frazell, Jessie, Metrics
- freedom, The Power of Team Assignment, Teams Strategize and Form Their Own Team Structures, Team Members Trade Places, Then Tell Managers, Seeding Teams, What It Means When You’re Asked, “How Do We Maintain Our Culture?”, Isolation for Solving Technical Emergencies, Tell the Team That It Can Work How It Chooses, The Thrilling Ride That Comes to an End
- Fuentes, Cristian, Use Pair Programming to Onboard New Developers, Switching for Personal Growth and Learning-Switching for Personal Growth and Learning
- full stack, Reteaming as the Team’s Problem to Solve, Switching Teams to Share Knowledge and Support a Feature, Single specialist roles on teams versus full stack roles
G
- Gardner, Heidi, Reteaming Is Going to Happen
- Garnick, Paige, Has the Work of the Team Become Unrelated?, The Emotional Challenge of Splitting Teams
- generalism, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Deliberate Switching at a Cadence to Share Knowledge, Deliberate Switching at a Cadence to Share Knowledge
- generalist, Single specialist roles on teams versus full stack roles
- Gennep, Arnold van, Transitions—Coaching People Through Dynamic Reteaming
- Gino, Francesca, Encourage New Hires to Share About Themselves
- GitHub, Form Bootcamps and Help New Hires Form Networks, Not Involving Your Facilities and Technology Groups Early Enough
- Goebel, James, Switching Pairs Within a Team, Switching Pairs Out Completely for Problem Solving
- golden handcuffs, The Evolution of People In Our Teams
- GoToMeeting, Preface, Preface, Isolation to Pivot the Company from Failure, Isolation to Spawn New Innovations in an Enterprise, Merging at the Company Level, Coding alone restricts dynamic reteaming
- GoToMyPC, Preface, Isolation to Pivot the Company from Failure
- GoToWebinar, Preface, Isolation to Pivot the Company from Failure
- Grasshopper, Preface, Isolation to Spawn New Innovations in an Enterprise
- Greenhouse Software, Seeding Teams, Include Your People in the Organizational Design, Grow and Split to Drive Code Ownership-Grow and Split to Drive Code Ownership, Switching for Personal Growth and Learning
- group memory, How the team collaborates—soloing, pairing, mob programming-How the team collaborates—soloing, pairing, mob programming
- grow-and-split pattern
- growth mindset, Switching for Personal Growth and Learning, Mindset about growth and learning
- guilds, forming, Help People “See” the Organizational Growth and Know Each Others’ Names-Help People Find Shared Causes and Form Guilds
- Gunderson, Lance, Panarchy, Panarchy
H
- Hackman, Richard, The Percentage Anti-Pattern
- HBC Digital, Resources
- hiring
- plans, Include Your People in the Organizational Design, Support the New Hire as Well as the People Around Them
- practices, Hiring to Sustain Culture and Development Practices-Hiring to Sustain Culture and Development Practices, Dealing with Dependencies Between Teams as a Result of the Split, What It Means When You’re Asked, “How Do We Maintain Our Culture?”, What Is the Composition of the New Teams?, Talk One-on-One With Leaders About the Change, Talk About the Ending, Team Retrospectives
- team organization and, The Evolution of Teams, One-by-One Pattern, Seeding Teams, Encourage New Hires to Share About Themselves, Shared People Across Teams, Grow and Split at the Tribe Level, Incorporate Dynamic Reteaming Into Your Hiring
- hoarding team members, The Desire to Hoard Good Team Members-The Desire to Hoard Good Team Members
- Holling, C. S., Panarchy, Panarchy
- hub and spoke structure, Scaling the Isolation Pattern
- humanistic approach, The Power of Team Assignment, The Emotional Challenge of Splitting Teams, Merging Tribes Together to Form Alliances, Drawing Out the Layoffs
- Humble, Jez, Metrics
- Hunter Industries, Team Members Trade Places, Then Tell Managers-Team Members Trade Places, Then Tell Managers, Hiring to Sustain Culture and Development Practices, Hiring to Sustain Culture and Development Practices, Mob programming fosters even more fluid reteaming, How the team collaborates—soloing, pairing, mob programming, How the team collaborates—soloing, pairing, mob programming, Incorporate Dynamic Reteaming Into Your Hiring, Team Retrospectives-Team Retrospectives
- hypergrowth, Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers, Include Your People in the Organizational Design, Grow and Split to Drive Code Ownership-What It Means When You’re Asked, “How Do We Maintain Our Culture?”, Coping with Unexpected Dynamic Reteaming
- hypergrowth phase, What It Means When You’re Asked, “How Do We Maintain Our Culture?”
I
- IDP (individual development plan), The Desire to Hoard Good Team Members
- inclusion, Support the New Hire as Well as the People Around Them, Keeping the Toxic Team Together, How Will People Get Assigned to Teams?, Empathy is Essential when Catalyzing Dynamic Reteaming, Whiteboards to Enable Open Dynamic Reteaming
- individual development plan (IDP), The Desire to Hoard Good Team Members
- interview practices, Hiring to Sustain Culture and Development Practices
- isolation pattern
- concept of, Preface, Isolation Pattern-Isolation Pattern, Isolation for Solving Technical Emergencies
- need for, Isolation Pattern, Isolation for New Product Development-Isolation for Solving Technical Emergencies, Mob programming fosters even more fluid reteaming
- pitfalls of, Pitfalls of the Isolation Pattern-The Thrilling Ride That Comes to an End
- Izosimov, Alexander V., What It Means When You’re Asked, “How Do We Maintain Our Culture?”
J
K
- Kanban Guide for Scrum Team, The, Resources
- Kanban techniques, Calibrate on Workflow
- Kaner, Sam, Dealing with Dependencies Between Teams as a Result of the Split
- Kerney, Jason, Team Members Trade Places, Then Tell Managers, Hiring to Sustain Culture and Development Practices, Mob programming fosters even more fluid reteaming-Mob programming fosters even more fluid reteaming, How the team collaborates—soloing, pairing, mob programming
- Kilby, Mark, Are You Forgetting Who Is on Your Distributed Team?, Create opportunities for teams to get to know key leaders in different departments, Team Retrospectives-Team Retrospectives
- knowledge cross-pollination, Pair programming with test-driven development enables greater fluidity in teams
- knowledge redundancy, Mob programming fosters even more fluid reteaming
- knowledge sharing, Switching Teams to Share Knowledge and Support a Feature-Deliberate Switching at a Cadence to Share Knowledge, It Can Be Challenging When a Team Member is “On Loan” to Another Team
- knowledge silos, Reteaming Decreases the Development of Knowledge Silos
- Kozlowski, Steve W. J., Encourage Managers to Pay Attention and Influence the New Hire
L
- Large-Scale Scrum Framework (LeSS), Dealing with Dependencies Between Teams as a Result of the Split
- Larsen, Diana, Resources, Resources for Running Retrospectives
- layoffs, Drawing Out the Layoffs-Chaotic Takeovers, Reteaming by Abstraction with Poor Communication
- Leaders Eat Last, Drawing Out the Layoffs, Reteaming by Abstraction with Poor Communication
- Lean concepts, Form Bootcamps and Help New Hires Form Networks
- Lean Startup, The, Isolation to Spawn New Innovations in an Enterprise
- Lencioni, Patrick, Plan and Communicate about the Arrival of the New Team Member, What Is the Communication Plan for the Reteaming Initiative?
- LeSS (Large-Scale Scrum Framework), Dealing with Dependencies Between Teams as a Result of the Split
- Liberating Structures, Dealing with Dependencies Between Teams as a Result of the Split, When You Don’t Reset or Facilitate Your New, Larger Meetings, Give teams funding to create their own social events, Resources, Help People Find Shared Causes and Form Guilds, Multiteam Retrospectives, Resources for Running Retrospectives
- Liftoff: Start and Sustain Successful Agile Teams, Resources
- Lindwall, Kristian, Managers Encourage People to Volunteer for a Team, Include the Team in the Decision-Determine Who Will Go on Each Team, Merging Tribes Together to Form Alliances, Whiteboards to Enable Open Dynamic Reteaming
- LinkedIn, Saying Goodbye—Do We Announce Departures?
- Lister, Andy, Grow and Split to Drive Code Ownership
- LogMeIn, Panarchy
- Lucian, Chris, Team Retrospectives-Team Retrospectives
M
- MacBrine, Judith, Calibrate on History
- Mamoli, Sandy, Managers Arrange Team Self-Selection Events-How A Company Reorged with Self-Selection, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, Team Choice Marketplace
- Manifesto for Agile Software Development, Encourage New Hires to Share About Themselves
- Market of Skills Activity, Encourage New Hires to Share About Themselves, Calibrate on People and Roles-Calibrate on People and Roles
- Marz, Leigh, Calibrate on History
- McCord, Patty, What It Means When You’re Asked, “How Do We Maintain Our Culture?”
- mechanistic approach, Keeping the Toxic Team Together, Transitions—Coaching People Through Dynamic Reteaming
- meeting facilitation techniques, When You Don’t Reset or Facilitate Your New, Larger Meetings
- Menlo Innovations, Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers, Hiring to Sustain Culture and Development Practices, Switching Pairs Within a Team, Coding alone restricts dynamic reteaming, How the team collaborates—soloing, pairing, mob programming, Incorporate Dynamic Reteaming Into Your Hiring
- mentor fatigue, Form Bootcamps and Help New Hires Form Networks, Mentor Fatigue
- mentorship
- checklist, Assign the New Person a Mentor-Assign the New Person a Mentor
- new hires and, The Managers Decide the Team Membership, Add People to Existing or New Teams?, Encourage Managers to Pay Attention and Influence the New Hire, Encourage Managers to Pay Attention and Influence the New Hire, Support the New Hire as Well as the People Around Them-Assign the New Person a Mentor, Mentor Fatigue
- with a team, The Managers Decide the Team Membership
- merger, company, Merging at the Company Level-Merging at the Company Level, Pitfalls of the Merging Pattern at the Company Level-Drawing Out the Layoffs, Explore Where You Are on the Dynamic Reteaming Ecocycle
- merging pattern
- metrics, Metrics-Metrics
- Mezick, Dan, Help People Find Shared Causes and Form Guilds
- mindset, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, Dealing with Dependencies Between Teams as a Result of the Split, Mindset about growth and learning, Align on Roles Across Your Teams
- (see also growth mindset)
- Miro, Supplies and Artifacts Needed
- mission pollution, Merging Tribes Together to Form Alliances
- mission statements, Figure Out the Missions of the New Teams-Determine Who Will Go on Each Team, Formally Kick Off the New Teams, Merging Tribes Together to Form Alliances, How to Do It
- MIT Human Dynamics Laboratory, The Social Dynamic of a Team
- mob programming
- benefits of, Reteaming Decreases the Development of Knowledge Silos, When People Leave of Their Own Accord, Coding alone restricts dynamic reteaming, Mob programming fosters even more fluid reteaming-Mob programming fosters even more fluid reteaming
- concept of, Team Members Trade Places, Then Tell Managers-Team Members Trade Places, Then Tell Managers
- interviews via, Hiring to Sustain Culture and Development Practices
- mobbing (see mob programming)
- Mole, David, How A Company Reorged with Self-Selection-How A Company Reorged with Self-Selection, Team Choice Marketplace
- Monte Carlo, Metrics
- Mortensen, Mark, Reteaming Is Going to Happen
- multiplier effect, Keeping the Toxic Team Together
- Mural, Supplies and Artifacts Needed
- Mutz, Andrew, The Managers Decide the Team Membership, Assign the New Person a Mentor-Assign the New Person a Mentor
- MyCase, Merging at the Company Level
- Myllerup, Bent, Calibrate on People and Roles
- myth change concept, Help People Get a Sense of Shared History
- Mythical Man-Month, Deliberate Switching at a Cadence to Share Knowledge
O
- O'Boyle, Thomas, Use Pair Programming to Onboard New Developers
- onboarding practices, Plan and Communicate about the Arrival of the New Team Member-Form Bootcamps and Help New Hires Form Networks, Incorporate Dynamic Reteaming Into Your Hiring
- one-by-one pattern
- concept of, The Evolution of Teams, One-by-One Pattern-Add People to Existing or New Teams?, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
- need for, One-by-One Pattern, Hiring to Sustain Culture and Development Practices, Anti-Patterns
- pitfalls of, Pitfalls of the One-by-One Pattern-Not Visioning Out Career Paths from the Beginning, Grow-and-Split Pattern
- Organization and Relationship Systems Coaching (ORSC), Calibrate on History
- organizational assimilation, Encourage New Hires to Share About Themselves
- original myth concept, Help People Get a Sense of Shared History
- ORSC (Organization and Relationship Systems Coaching), Calibrate on History
- Own Your Workflow Activity, Calibrate on Workflow-Calibrate on Workflow
- ownership, Reteaming as the Team’s Problem to Solve, Seeding Teams-Hiring to Sustain Culture and Development Practices, Figure out the Team Names, After Dynamic Reteaming: Transitions and Team Calibrations
- (see also code ownership)
P
- pair programming
- benefits of, Reteaming Decreases the Development of Knowledge Silos, When People Leave of Their Own Accord, Switching Pairs Within a Team-Switching Pairs Within a Team, Coding alone restricts dynamic reteaming-Pair programming with test-driven development enables greater fluidity in teams
- onboarding and, Use Pair Programming to Onboard New Developers-Use Pair Programming to Onboard New Developers
- pairing
- dynamics of, What Is a Team?, Reteaming Decreases the Development of Knowledge Silos, Merging Teams to Enable Pair Programming Variety, Switching Pairs Within a Team, Pair programming with test-driven development enables greater fluidity in teams, Pair programming with test-driven development enables greater fluidity in teams
- (see also pair programming)
- new hires and, Add People to Existing or New Teams?, Hiring to Sustain Culture and Development Practices-Hiring to Sustain Culture and Development Practices, Use Pair Programming to Onboard New Developers, Form Bootcamps and Help New Hires Form Networks
- team culture and, Form Bootcamps and Help New Hires Form Networks, How the team collaborates—soloing, pairing, mob programming
- (see also pairing culture)
- team organization and, Switching Teams to Share Knowledge and Support a Feature, Deliberate Switching at a Cadence to Share Knowledge, Rotating Developers for Friendship and Pairing-Rotating Developers for Friendship and Pairing, It Can Be Challenging When a Team Member is “On Loan” to Another Team
- dynamics of, What Is a Team?, Reteaming Decreases the Development of Knowledge Silos, Merging Teams to Enable Pair Programming Variety, Switching Pairs Within a Team, Pair programming with test-driven development enables greater fluidity in teams, Pair programming with test-driven development enables greater fluidity in teams
- pairing culture, Hiring to Sustain Culture and Development Practices, Hiring to Sustain Culture and Development Practices
- panarchy, The Evolution of Teams-Panarchy, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited, Conclusion
- Panarchy: Understanding Transformations in Human and Natural Systems, Panarchy, Panarchy
- parity, Hiring to Sustain Culture and Development Practices
- Patton, Jeff, Resources, How to Do It
- pause work and reallocate the people antipattern, How Is Existing Work Impacted?
- peak experiences, Encourage New Hires to Share About Themselves
- Peak Experiences Activity, Calibrate on People and Roles-Calibrate on People and Roles
- Peakon, Reteaming by Abstraction with Poor Communication, Survey Tools
- Pentland, Alex "Sandy", The Social Dynamic of a Team
- percentage anti-pattern, The Percentage Anti-Pattern-The Percentage Anti-Pattern
- Personal Maps, Resources
- Pink, Daniel H., How A Company Reorged with Self-Selection
- Pivotal Software, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers, Hiring to Sustain Culture and Development Practices, Hiring to Sustain Culture and Development Practices, Dealing with Dependencies Between Teams as a Result of the Split, Switching Pairs Within a Team, Deliberate Switching at a Cadence to Share Knowledge-Deliberate Switching at a Cadence to Share Knowledge, Help People “See” the Organizational Growth and Know Each Others’ Names
- poverty trap, The Evolution of Teams, The Evolution of Teams, The Evolution of Teams, The Evolution of People In Our Teams
- power, As Time Passes, Our Teams Change, The Power of Team Assignment-The Power of Team Assignment, What It Means When You’re Asked, “How Do We Maintain Our Culture?”, Merging Teams to Enable Pair Programming Variety, Reflect and Determine How to Shift, One-on-Ones
- Powerful, What It Means When You’re Asked, “How Do We Maintain Our Culture?”
- priming, Grow and Split at the Tribe Level, Tactics for Mastering Dynamic Reteaming, Prime the People for Dynamic Reteaming
- Procore Technologies, Reteaming to Spread “High Performance”, Help People Find Shared Causes and Form Guilds, Help People Get a Sense of Shared History
- promiscuous pairing, Use Pair Programming to Onboard New Developers-Use Pair Programming to Onboard New Developers
- psychological safety, Encourage New Hires to Share About Themselves
- Purpose to Practice activity, Resources
- Pylayeva, Dana, Resources
R
- R&D, Coding alone restricts dynamic reteaming
- Radical Candor, The Desire to Hoard Good Team Members, The Impact of Toxic Team Members
- reality shock, Encourage Managers to Pay Attention and Influence the New Hire
- Redgate Software, Team Choice Marketplace, How to Do It-How to Do It
- redundancy, When People Leave of Their Own Accord, Processing the Fact that Someone Left The Team, Mob programming fosters even more fluid reteaming
- remote teams, Colocated teams versus distributed teams, or hybrids, How Are Existing Teams Impacted in Particular?, What Is the Communication Plan for the Reteaming Initiative?
- reorg, How A Company Reorged with Self-Selection, Reteaming Is Going to Happen, Grow and Split to Drive Code Ownership, Reteaming to Spread “High Performance”
- (see also reorganization)
- reorganization, Preface, As Time Passes, Our Teams Change, Reteaming as the Team’s Problem to Solve, Grow and Split to Drive Code Ownership, Merging Teams to Enable Pair Programming Variety, Tactics for Mastering Dynamic Reteaming
- (see also reorg)
- reteaming
- benefits of, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality-Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers, Dynamic Reteaming Patterns
- losing members in, When People Leave, You Have a New Team-Processing the Fact that Someone Left The Team
- mobile, Platform-Same or different manager?
- risks of, Reteaming Is Going to Happen
- reteaming at the edges, Anti-Patterns, Reteaming to Spread “High Performance”, Reteaming to Spread “High Performance”
- reteaming by abstraction, The Power of Team Assignment
- reteaming by abstraction anti-pattern, Reteaming by Abstraction with Poor Communication-Reteaming by Abstraction with Poor Communication, The Impact of Toxic Team Members
- Reteaming Exercise, Reteaming as the Team’s Problem to Solve
- retention, Encourage New Hires to Share About Themselves, Grow and Split to Drive Code Ownership, Switching Pattern, Rotating Developers for Friendship and Pairing, Switching for Personal Growth and Learning
- Retromat, Resources for Running Retrospectives
- retrospectives
- double-loop, Initiative Retrospectives
- initiatives, Initiative Retrospectives-Resources for Running Retrospectives
- multiteam, Multiteam Retrospectives-Multiteam Retrospectives
- onboarding and, Initiative Retrospectives
- one-on-one loops, One-on-Ones-One-on-Ones
- planning and, Team Members Trade Places, Then Tell Managers, Dealing with Dependencies Between Teams as a Result of the Split
- problem solving and, Keeping the Toxic Team Together
- team organization and, Team Members Trade Places, Then Tell Managers, Include the Team in the Decision, The Emotional Challenge of Splitting Teams, When You Don’t Calibrate the New, Larger Team, Deliberate Switching at a Cadence to Share Knowledge, What is the Feedback Plan for the Reteaming Initiative?, Team Retrospectives-Team Retrospectives
- Ries, Eric, Isolation to Spawn New Innovations in an Enterprise
- rigidity trap, The Evolution of Teams, The Evolution of Teams, The Evolution of People In Our Teams, Grow-and-Split Pattern, Isolation Pattern, The Thrilling Ride That Comes to an End, Explore Where You Are on the Dynamic Reteaming Ecocycle
- Rising Strong, Ambiguity Around Layoffs
- risk management, Hiring to Sustain Culture and Development Practices, Encourage Managers to Pay Attention and Influence the New Hire, Deliberate Switching at a Cadence to Share Knowledge, One-on-Ones
- rituals, Mark the Ending with a Ritual
- roles
- alignment, Prime the People for Dynamic Reteaming, Get vertical alignment within the role hierarchy and among managers-Get alignment at the team level
- clarity of, Create opportunities for teams to get to know key leaders in different departments, Get vertical alignment within the role hierarchy and among managers, Calibrate on People and Roles, Calibrate on Workflow
- Ropes program, Form Bootcamps and Help New Hires Form Networks-Form Bootcamps and Help New Hires Form Networks
- Ruby on Rails, Switching Teams to Share Knowledge and Support a Feature, Programming language
S
- Sattari, Comron, Dynamic Reteaming-Dynamic Reteaming, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Are Your Meetings Getting Longer?, Isolation for New Product Development-Isolation for New Product Development, Isolation for Solving Technical Emergencies-Isolation for Solving Technical Emergencies, Rotating Developers for Friendship and Pairing
- Schauser, Klaus, Preface, Isolation to Pivot the Company from Failure-Isolation to Pivot the Company from Failure
- Schumpeter, Joseph, The Evolution of Teams
- Schwaber, Ken, Align on Roles Across Your Teams
- Scott, Kim, The Impact of Toxic Team Members
- Scrum, When People Leave of Their Own Accord, Isolation for New Product Development, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited, Disrupting a Productive Team to Conform to a Standard or Best Practice, Coding alone restricts dynamic reteaming, Age of the code, Align on Roles Across Your Teams, Calibrate on Work, Resources
- Scrum Guide, The, Align on Roles Across Your Teams, Resources
- ScrumMaster, Reteaming as the Team’s Problem to Solve
- SecureDocs, Preface, Dynamic Reteaming, Isolation to Pivot the Company from Failure-Isolation for New Product Development, The Thrilling Ride That Comes to an End
- seeding, Add People to Existing or New Teams?-Seeding Teams
- self-selection, Managers Arrange Team Self-Selection Events-How A Company Reorged with Self-Selection, Merging Teams to Enable Pair Programming Variety-Merging Teams to Enable Pair Programming Variety, Switching for Personal Growth and Learning, The Impact of Toxic Team Members, Talking about Culture Change Directly, Team Choice Marketplace, Resources
- (see also team choice marketplace)
- shadowing, Encourage Shadowing-Encourage Shadowing
- shared experience, Panarchy, Cultivate Community-Give teams funding to create their own social events, Create opportunities for teams to get to know key leaders in different departments, Help People Get a Sense of Shared History
- shared history, Calibrate on History, Calibrate on History, Help People Get a Sense of Shared History
- Sheridan, Richard, Hiring to Sustain Culture and Development Practices, Switching Pairs Within a Team-Switching Pairs Out Completely for Problem Solving, Deliberate Switching at a Cadence to Share Knowledge, Coding alone restricts dynamic reteaming
- silos, Deliberate Switching at a Cadence to Share Knowledge, Single specialist roles on teams versus full stack roles, How the team collaborates—soloing, pairing, mob programming
- (see also beneficial silos, knowledge silos)
- Sinek, Simon, Drawing Out the Layoffs, Reteaming by Abstraction with Poor Communication
- single-specialist roles, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
- Slack, Not Involving Your Facilities and Technology Groups Early Enough
- Smith, Chris, The Impact of Toxic Team Members, Team Choice Marketplace, How to Do It
- Smith, Dustin, Metrics
- social dynamics, Dynamic Reteaming-The Social Dynamic of a Team, Processing the Fact that Someone Left The Team, The Impact of Toxic Team Members, Keeping the Toxic Team Together
- soloing, How the team collaborates—soloing, pairing, mob programming
- spikes, Isolation for Solving Technical Emergencies
- Spotify, Managers Encourage People to Volunteer for a Team, Include the Team in the Decision, Figure Out the Missions of the New Teams, Merging Tribes Together to Form Alliances, Get horizontal alignment at the tribe level
- spreading best practices anti-pattern, Disrupting a Productive Team to Conform to a Standard or Best Practice, Disrupting a Productive Team to Conform to a Standard or Best Practice
- spreading high performance anti-pattern, Reteaming to Spread “High Performance”-Reteaming to Spread “High Performance”
- sprint planning, Isolation for New Product Development, Isolation for Solving Technical Emergencies
- squads (see tribes)
- Staats, Bradley R., Encourage New Hires to Share About Themselves
- stable teams, Preface, As Time Passes, Our Teams Change, Isolation for New Product Development, Switching Pattern
- stagnation
- avoiding, Dynamic Reteaming, As Time Passes, Our Teams Change, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, The Evolution of People In Our Teams, Deliberate Switching at a Cadence to Share Knowledge, What Is the Schedule for the Reteaming Initiative?, How to Do It
- situations involving, The Evolution of Teams, The Evolution of Teams, Grow-and-Split Pattern, Dragging Out the Split, Isolation Pattern, Switching Pattern, Deliberate Switching at a Cadence to Share Knowledge
- Story of Our Team Activity, The, Calibrate on History-Calibrate on History, Help People Get a Sense of Shared History
- strike teams, Has the Work of the Team Become Unrelated?, Team Retrospectives
- structural change, Dynamic Reteaming, Dynamic Reteaming, Someone “At the Top” Put Them on the Team, Dynamic Reteaming Patterns, Empathy is Essential when Catalyzing Dynamic Reteaming
- survey template, Survey Template-Survey Template
- survey tools, Survey Tools-Survey Tools
- surveys, and team change, The People Take a Survey to See if They Want to Change Teams-Grow and Split to Drive Code Ownership
- Sutherland, Jeff, Align on Roles Across Your Teams
- Swift, Programming language
- switching pattern
- concept of, Dealing with Dependencies Between Teams as a Result of the Split, Switching Pattern-Switching Pattern, Anti-Patterns
- need for, Switching Pairs Within a Team-Switching for Personal Growth and Learning, With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
- pitfalls of, Pitfalls of the Switching Pattern-With Teams Comprised of Single-Specialist Roles, Your Switching Is Limited
- systems management, What Technology Systems or Other Equipment Needs to be Updated or Acquired with the Reteaming Initiative?
T
- Tabaka, Jean, When You Don’t Figure Out How You Will Make Decisions as a Larger Team
- TDD (see test-driven development)
- team assignments, The Power of Team Assignment-Managers Arrange Team Self-Selection Events
- Team Calibration Sessions, Encourage New Hires to Share About Themselves, Team Calibration Sessions, Help People Get a Sense of Shared History, Multiteam Retrospectives
- team change
- concept of, Preface, What Is Dynamic Reteaming?, Dynamic Reteaming-As Time Passes, Our Teams Change
- power of, One-by-One Pattern
- splitting teams and, Signs That You Might Want to Split Your Team-Formally Kick Off the New Teams
- team chemistry, Does Dynamic Reteaming Always Work Out?-As Time Passes, Our Teams Change, Reteaming to Spread “High Performance”, Reteaming to Spread “High Performance”, The Impact of Toxic Team Members, Keeping the Toxic Team Together, Same or different manager?
- team choice marketplace, Team Choice Marketplace-Variations
- team composition, As Time Passes, Our Teams Change, Reduce Risk and Encourage Sustainability, Seeding Teams-Seeding Teams, Assign the New Person a Mentor, Tell Others About the Resulting Team Assignment, Isolation for New Product Development, What Is the Composition of the New Teams?, Multiteam Retrospectives
- team development, and onboarding, Plan and Communicate about the Arrival of the New Team Member-Form Bootcamps and Help New Hires Form Networks
- team effectiveness, Reteaming to Spread “High Performance”, The Percentage Anti-Pattern, Metrics
- team entity, Dynamic Reteaming
- (see also team system)
- Team Geek, The Impact of Toxic Team Members
- team names, Figure out the Team Names, Dragging Out the Split
- team rotation, Rotating Developers for Friendship and Pairing
- team splitting, The People Take a Survey to See if They Want to Change Teams, You’ve Decided to Split, Here’s How to Do It, Mark the Ending with a Ritual
- team stability, Preface, What Is a Team?, Deliberate Switching at a Cadence to Share Knowledge, Anti-Patterns, Keeping the Toxic Team Together, Conclusion
- team system
- dynamics of, Dynamic Reteaming, Come Up with a New Seating Plan for the Resulting Teams, When You Don’t Calibrate the New, Larger Team-When You Don’t Reset or Facilitate Your New, Larger Meetings, Calibrate on Workflow, Resources
- formation of, What Is Dynamic Reteaming?, Dynamic Reteaming, Dynamic Reteaming, Reteaming Yields Teams That Aren’t Ossified, Making It Potentially Easier to Integrate Newcomers, Plan and Communicate about the Arrival of the New Team Member, When People Leave, You Have a New Team
- Team Transition Activity, Suggest What to Bring Forward-Suggest What to Bring Forward
- team, bounded, What Is a Team?, Reteaming Is Going to Happen
- team, concept of, What Is a Team?-What Is a Team?
- team, dissolution of, The Evolution of Teams, Dynamic Reteaming
- team, pair, Switching Pairs Within a Team, Deliberate Switching at a Cadence to Share Knowledge, How the team collaborates—soloing, pairing, mob programming
- teams (see colocated teams, coseated teams, distributed teams, remote teams, strike teams)
- test automation, When People Leave of Their Own Accord
- test pyramid, Form Bootcamps and Help New Hires Form Networks
- test-driven development, Add People to Existing or New Teams?, Assign the New Person a Mentor, Assign the New Person a Mentor, Form Bootcamps and Help New Hires Form Networks, Pair programming with test-driven development enables greater fluidity in teams, Test automation, or lack thereof
- Tevis, Paul, Processing the Fact that Someone Left The Team, Help People “See” the Organizational Growth and Know Each Others’ Names
- Them, William, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, Merging Teams to Enable Pair Programming Variety-Merging Teams to Enable Pair Programming Variety
- Tower of Knowledge, Coding alone restricts dynamic reteaming
- tower of knowledge anti-pattern, Deliberate Switching at a Cadence to Share Knowledge
- toxic team member anti-pattern, The Impact of Toxic Team Members-Keeping the Toxic Team Together
- Trade Me, How A Company Reorged with Self-Selection, How A Company Reorged with Self-Selection, Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities, Merging Teams to Enable Pair Programming Variety
- transformations, Preface, Panarchy, Dynamic Reteaming, Chaotic Takeovers, Team Retrospectives
- (see also dynamic reteaming, patterns of)
- transition, concept of, Dynamic Reteaming, Someone “At the Top” Put Them on the Team, After Dynamic Reteaming: Transitions and Team Calibrations, Transitions—Coaching People Through Dynamic Reteaming
- Tribe Role Alignment Activity, Get horizontal alignment at the tribe level
- tribes
- concept of, Grow and Split at the Tribe Level-Grow and Split at the Tribe Level
- management of, Merging Teams to Enable Pair Programming Variety, Merging Tribes Together to Form Alliances, Merging Tribes Together to Form Alliances, Get vertical alignment within the role hierarchy and among managers, How to Do It
- triggering, The Desire to Hoard Good Team Members, Notice the Triggering, Then Channel Your Thoughts-Notice the Triggering, Then Channel Your Thoughts
- Tuckman, Bruce, Grow and Split at the Tribe Level, Familiarity with the people on the team already
U
V
- Vacanti, Daniel, Resources, Metrics
- Valenzona, Damon, The Social Dynamic of a Team, Hiring to Sustain Culture and Development Practices-Hiring to Sustain Culture and Development Practices, Reteaming to Spread “High Performance”, Incorporate Dynamic Reteaming Into Your Hiring
- Venn diagram, The Desire to Hoard Good Team Members
- volunteers, The People Take a Survey to See if They Want to Change Teams
W
- Wageman, Ruth, Reteaming Is Going to Happen
- Walker, Jon, The Social Dynamic of a Team, Reteaming to Spread “High Performance”-Reteaming to Spread “High Performance”, Pair programming with test-driven development enables greater fluidity in teams-Pair programming with test-driven development enables greater fluidity in teams, Talking about Culture Change Directly-Talking about Culture Change Directly
- Waterfall work processes, Isolation to Pivot the Company from Failure, The Percentage Anti-Pattern
- What's Your Impact? Activity, Talk One-on-One With Leaders About the Change
- Wheatley, Margaret J., How A Company Reorged with Self-Selection
- When Will It Be Done?, Resources, Metrics
- whiteboards
- activities using, Processing the Fact that Someone Left The Team, Explore Where You Are on the Dynamic Reteaming Ecocycle, Mark the Ending with a Ritual, Calibrate on History, Resources, Calibrate on Workflow, Initiative Retrospectives
- onboarding and, Include Your People in the Organizational Design, Plan and Communicate about the Arrival of the New Team Member
- team organization and, Determine Who Will Go on Each Team, Tell Others About the Resulting Team Assignment, Merging Tribes Together to Form Alliances, How Will People Get Assigned to Teams?, What Does the Organization Look Like Before and After the Reteaming?, Empathy is Essential when Catalyzing Dynamic Reteaming, Help People “See” the Organizational Growth and Know Each Others’ Names, Whiteboards to Enable Open Dynamic Reteaming-How to Do It
- Whitmore, Sir John, Assign the New Person a Mentor
- Willey, Evan, Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality, Hiring to Sustain Culture and Development Practices, Deliberate Switching at a Cadence to Share Knowledge, Help People “See” the Organizational Growth and Know Each Others’ Names
- Work Alignment Activity, Calibrate on Work-Calibrate on Work
- Workday, Help People “See” the Organizational Growth and Know Each Others’ Names
X
- XP (see extreme programming)
Y
- Yeret, Yuval, Resources
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