Wie gehen Sie mit Konflikten und Feedback in einer agilen Kultur um?

La verdad que no visualizo una forma distinta para resolver los conflictos que a través de la comunicación entre las partes; en una cultura ágil , no es distinto, igual implica fomentar una comunicación abierta y honesta, donde todos los miembros del equipo se sientan seguros para expresar sus ideas y preocupaciones. Fomento la empatía y el respeto, escuchando activamente para entender las perspectivas de los demás. Por otro lado, considero que la confianza es la base de un equipo exitoso, y sin ella, el conflicto saludable y la retroalimentación constructiva son imposibles. Uso retrospectivas regulares para reflexionar y mejorar, asegurando que el feedback sea visto como una oportunidad de aprendizaje y no como una crítica personal.

> Foster a culture of open and honest communication to address conflicts proactively. > Encourage teams to work together to find mutually beneficial solutions to conflicts. > Provide timely and specific feedback in a respectful and supportive manner.

The first first thing, and most important thing to do is to foster a culture of psychological safety. Create an environment where team members feel safe to express their opinions, raise concerns, and provide feedback without fear of judgment or reprisal. Emphasize that conflict and differing viewpoints are normal and can lead to better outcomes when addressed constructively. I talk about this at the very earliest - when I'm talking to candidates.

Conflict ain't always a bad thing, especially in a high-speed setup like agile. It's like adding spice to a dish – it can fire up creativity and bring out new ideas. Instead of dodging it, we gotta see it as a chance to grow. That means building a vibe of trust and respect in the team. Plus, we gotta talk it out right – listen up, put ourselves in others' shoes, and give solid feedback. Embrace the clash, and watch the magic happen!

I think the most important thing to understand and work with here is timing. There is a time for peace and a time for conflict. Working peacefully with others, understanding each other carefully first, through careful listening, can lay the groundwork of trust that is needed to then enter conflict with the opportunity of discovering it can be a good thing. Rush into conflict, unprepared, and it can be very painful. Studying models like Tuckman's stages of group development, and taking them very seriously, can guide you and your team on this timing. Learn to understand the stage you are in, and know that conflict is not personal but simply an expression of how the group is coping with reality.

Managing conflict and feedback in an agile culture requires a proactive and collaborative approach that fosters open communication, trust, and continuous improvement. I was working on a project that had conflict and some serious feedback too. The game changed when this conflict was discussed and the feedback channelized for better outcomes!

Feedback's like fuel for agile teams, right? But yeah, it can be a tough nut to crack, especially when it's not all sunshine and rainbows. The key? Make it a routine, man. Keep those channels open for sharing feedback, whether it's good, bad, or in-between. And make sure it's on point and doable, none of that vague stuff. Oh, and don't forget to be open to getting feedback too, even if it's a curveball. Tools like retrospectives and peer reviews can be your best buds for making this happen smoothly.

Entenda que o feedback não acontece naturalmente. Ele é resultado de um ambiente propício. Para estimular trocas mais frequentes, busque cultivar esses 3 fatores: 1. Garanta que a equipe tenha expectativas alinhadas sobre o trabalho e os resultados desejados. 2. Garanta que as pessoas saibam os fundamentos de uma comunicação efetiva e respeitosa, o que é aceitável e o que não é dentro da cultura. 3. Garanta que as pessoas da equipe se sintam seguras psicologicamente para trazer seus pontos sem receio de represálias. Esse tripé é essencial para que uma cultura de feedback consiga prosperar. Sem um dos pontos, você pode ter uma cultura instável ou até mesmo desenvolver características não saudáveis.

When you work in a virtual environment, you need to be intentional about setting aside time to give feedback. When you're in an office, you can just walk by and give people feedback in passing. But, when you're virtual, you need to set aside time to talk to someone between meetings. Make sure you set aside a few minutes to give feedback in a timely manner.

Many of these frameworks share one thing: approaching a conflict as an opportunity to learn. We all see the world differently, and acknowledging that most conflict arises because of these conflicting viewpoints and perspectives can be very helpful. If you approach the other people involved not as enemies but as people you can learn something from you may be surprised by the result!

Facilitating regular retrospective discussions, in addition to feedback can add a lot of value. Hold regular retrospectives at the end of each iteration or sprint to reflect on what went well, what didn't, and how the team can improve going forward. Create a safe space for team members to share their perspectives, discuss challenges, and collaborate on solutions.

Uma boa prática é envolver um terceiro, como um mediador ou treinador, quando os esforços internos para resolver conflitos e feedbacks não são suficientes. Certifique-se de ter o consentimento de todas as partes envolvidas e utilize o terceiro para facilitar o diálogo, oferecer uma perspectiva imparcial e sugerir soluções possíveis. Isso ajuda a manter a cultura ágil e resolve conflitos de maneira eficaz e justa.

When direct efforts to resolve a conflict or feedback issue internally don't yield results, involving a third party can be a strategic decision. The key here is to ensure that this step is taken judiciously and with the full consent of all involved parties. It's not about relinquishing control but about enhancing the problem-solving process with external insights.

One of the coolest workplace conflict offerings I saw was an Ombudsperson. This was a third party person who acted as a neutral mediator between two parties. All conversations were confidential and it provided a safe space for people to talk through their concerns.

I struggle to see how this article is treating "conflict" as interchangeable with "feedback"; without a proper point of connection, this is just an improper conflation. We can offer feedback without also needing or generating conflict, and conflict can emerge from a variety of issues beyond a need for or a desire to give feedback. So... what is this article trying to be about? 😂

Every time we see how good, hard-working projects with solid implementation plans and more than enough resources fail, surely the block or inhibitor can be found in the organizational culture. Culture is not something that HR does, it represents the way in which the company will travel the way to the vision, the rhythm and the reaction to different stimuli along the way. It depends only on each of us if on this road, in addition to external forces, we will have to fight with ourselves. Clarify the present, define the future and ensure you have the right resources, energy and culture for the journey ahead.

Let's try to be proactive in predicting conflicts. Don't wait for conflicts to escalate before addressing them. Encourage team members to raise concerns or disagreements early and work together to find mutually acceptable solutions. Use techniques such as active listening, mediation, and conflict resolution to facilitate productive discussions and resolve conflicts constructively.

Encourage team members to address conflicts and differences of opinion early on, rather than letting them fester. Provide guidance on constructive conflict resolution techniques, such as active listening, seeking common ground, and finding win-win solutions. Encourage individuals to have direct conversations with each other before involving others.

In 2012, Adobe embarked on a transformative journey, discarding the traditional annual performance review in favor of a more agile and employee-centric approach known as Check-in. The decision was rooted in the realization that waiting a whole year for feedback hindered collaboration and left employees feeling undervalued. This continuous feedback model has led to better alignment of goals, improved performance, and a reduction in conflicts associated with traditional, less frequent evaluations.