Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n
He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n
Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n
https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
What can Akhil do to help the business analysts explore the scrum master role and help in case anyone of them wants to take on the role?<\/p>\n\n\n\n Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
His organization has recently\ndecided to adopt agile practices and have sought the services of an agile transformation\ncoach. Akhil heads the platform engineering group which is responsible for\ndelivering insights. As part of the agility initiative, engineering groups are\nbeing reorganized into scrum teams. Akhil also has had business analysts in his\nteam who are looking to change their role and are keen to explore the role of\nscrum master. Akhil is supportive of their interest and is looking for help to\nmentor and guide them. No one in the organization has experience with the scrum\nmaster role. <\/p>\n\n\n\n What can Akhil do to help the business analysts explore the scrum master role and help in case anyone of them wants to take on the role?<\/p>\n\n\n\n Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Akhil is a seasoned engineering\nsenior manager at a technology company. He has led and guided many successful\nprojects including ones that have complex architectures to scale and deliver\nhigh availability platforms. <\/p>\n\n\n\n His organization has recently\ndecided to adopt agile practices and have sought the services of an agile transformation\ncoach. Akhil heads the platform engineering group which is responsible for\ndelivering insights. As part of the agility initiative, engineering groups are\nbeing reorganized into scrum teams. Akhil also has had business analysts in his\nteam who are looking to change their role and are keen to explore the role of\nscrum master. Akhil is supportive of their interest and is looking for help to\nmentor and guide them. No one in the organization has experience with the scrum\nmaster role. <\/p>\n\n\n\n What can Akhil do to help the business analysts explore the scrum master role and help in case anyone of them wants to take on the role?<\/p>\n\n\n\n Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Chitra Gurjar<\/a><\/p>\n","post_title":"Rise, fall and rise again","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"rise-fall-and-rise-again","to_ping":"","pinged":"","post_modified":"2025-05-15 12:43:49","post_modified_gmt":"2025-05-15 07:13:49","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13708","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13239,"post_author":"9","post_date":"2019-08-05 18:38:19","post_date_gmt":"2019-08-05 13:08:19","post_content":"\n Akhil is a seasoned engineering\nsenior manager at a technology company. He has led and guided many successful\nprojects including ones that have complex architectures to scale and deliver\nhigh availability platforms. <\/p>\n\n\n\n His organization has recently\ndecided to adopt agile practices and have sought the services of an agile transformation\ncoach. Akhil heads the platform engineering group which is responsible for\ndelivering insights. As part of the agility initiative, engineering groups are\nbeing reorganized into scrum teams. Akhil also has had business analysts in his\nteam who are looking to change their role and are keen to explore the role of\nscrum master. Akhil is supportive of their interest and is looking for help to\nmentor and guide them. No one in the organization has experience with the scrum\nmaster role. <\/p>\n\n\n\n What can Akhil do to help the business analysts explore the scrum master role and help in case anyone of them wants to take on the role?<\/p>\n\n\n\n Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
I invite readers to please chime in with their thoughts and experiences and on rhythm and sync in organizations and teams.<\/p>\n\n\n\n Chitra Gurjar<\/a><\/p>\n","post_title":"Rise, fall and rise again","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"rise-fall-and-rise-again","to_ping":"","pinged":"","post_modified":"2025-05-15 12:43:49","post_modified_gmt":"2025-05-15 07:13:49","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13708","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13239,"post_author":"9","post_date":"2019-08-05 18:38:19","post_date_gmt":"2019-08-05 13:08:19","post_content":"\n Akhil is a seasoned engineering\nsenior manager at a technology company. He has led and guided many successful\nprojects including ones that have complex architectures to scale and deliver\nhigh availability platforms. <\/p>\n\n\n\n His organization has recently\ndecided to adopt agile practices and have sought the services of an agile transformation\ncoach. Akhil heads the platform engineering group which is responsible for\ndelivering insights. As part of the agility initiative, engineering groups are\nbeing reorganized into scrum teams. Akhil also has had business analysts in his\nteam who are looking to change their role and are keen to explore the role of\nscrum master. Akhil is supportive of their interest and is looking for help to\nmentor and guide them. No one in the organization has experience with the scrum\nmaster role. <\/p>\n\n\n\n What can Akhil do to help the business analysts explore the scrum master role and help in case anyone of them wants to take on the role?<\/p>\n\n\n\n Suggested Solution<\/strong><\/p>\n\n\n\n Here are a few things that he can do -<\/p>\n\n\n\n Akhil can work with the agile coach to gain an understanding about the role of scrum master himself. He can add context of the organization and work with the coach to arrive at one best suited for their needs.<\/p>\n\n\n\n He can then use this to conduct conversations with the business analysts to help them understand the role and assure them of his support during their transition.<\/p>\n\n\n\n Here are useful articles he can use and share with them so they can together enable a successful role.<\/p>\n\n\n\n https:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/<\/a> (parts 1 and 2)<\/p>\n","post_title":"CHOW# 160 - Stepping into new shoes","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"stepping-into-new-shoes","to_ping":"","pinged":"\nhttps:\/\/pm-powerconsulting.com\/blog\/scrum-masters-navigate-careers\/","post_modified":"2024-01-24 12:58:44","post_modified_gmt":"2024-01-24 12:58:44","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13239","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n https:\/\/thriveglobal.com\/stories\/one-incredibly-wise-writer-reveals-how-disasters-bring-out-the-best-of-us\/<\/a><\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n https:\/\/www.scientificamerican.com\/article\/how-the-stress-of-disaster-brings-people-together\/<\/a><\/p>\n\n\n\n https:\/\/thriveglobal.com\/stories\/one-incredibly-wise-writer-reveals-how-disasters-bring-out-the-best-of-us\/<\/a><\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n Further reading: <\/p>\n\n\n\n https:\/\/www.scientificamerican.com\/article\/how-the-stress-of-disaster-brings-people-together\/<\/a><\/p>\n\n\n\n https:\/\/thriveglobal.com\/stories\/one-incredibly-wise-writer-reveals-how-disasters-bring-out-the-best-of-us\/<\/a><\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n In conclusion, the above \u201cwisdoms\u201d\ncannot take away how difficult it is going to be to recover, if we ever will,\nbut it brings a lot of strength and reminders that you are not alone. I have\nonly summarized or skimmed through my experience and I am sure many readers\nwould have questions on \u201chow\u201d all this worked or didn\u2019t. Please stay tuned for\nthe next in this series of my experiences as a corona warrior. Please also\nwrite in with your questions and your stories.<\/p>\n\n\n\n Further reading: <\/p>\n\n\n\n https:\/\/www.scientificamerican.com\/article\/how-the-stress-of-disaster-brings-people-together\/<\/a><\/p>\n\n\n\n https:\/\/thriveglobal.com\/stories\/one-incredibly-wise-writer-reveals-how-disasters-bring-out-the-best-of-us\/<\/a><\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n \u201cWe know that we\u2019re capable of\nachieving temporary comity and peace. Our critical challenge is to make this an\noverriding goal for humanity, without the \u201cneed\u201d for tragic disasters. If we\ncan accomplish this, we indeed do have a chance to enhance our lives, and to\nsurvive as a species.\u201d<\/em>( https:\/\/www.psychologytoday.com\/us\/blog\/our-emotional-footprint\/201709\/do-we-humans-need-tragedies-bring-us-together<\/a>)<\/p>\n\n\n\n In conclusion, the above \u201cwisdoms\u201d\ncannot take away how difficult it is going to be to recover, if we ever will,\nbut it brings a lot of strength and reminders that you are not alone. I have\nonly summarized or skimmed through my experience and I am sure many readers\nwould have questions on \u201chow\u201d all this worked or didn\u2019t. Please stay tuned for\nthe next in this series of my experiences as a corona warrior. Please also\nwrite in with your questions and your stories.<\/p>\n\n\n\n Further reading: <\/p>\n\n\n\n https:\/\/www.scientificamerican.com\/article\/how-the-stress-of-disaster-brings-people-together\/<\/a><\/p>\n\n\n\n https:\/\/thriveglobal.com\/stories\/one-incredibly-wise-writer-reveals-how-disasters-bring-out-the-best-of-us\/<\/a><\/p>\n\n\n\n https:\/\/ ideas.ted.com\/disasters-and-crises-bring-out-the-best-in-us\/<\/a> <\/p>\n","post_title":"War and Warriors: Part 1- Rapid Teaming","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"war-and-warriors-part-1-rapid-teaming","to_ping":"","pinged":"","post_modified":"2024-01-24 12:57:36","post_modified_gmt":"2024-01-24 12:57:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=14699","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"10","filter":"raw"},{"ID":13712,"post_author":"9","post_date":"2020-01-18 14:54:02","post_date_gmt":"2020-01-18 09:24:02","post_content":"\n Kiran is a technical excellence leader and Priya a program manager for a marketing analytics platform of a large multinational marketing and brand awareness company. 4 engineering teams are building software and analytical models to deliver insights via this platform. Their product manager is in North America which has been identified as a launch market for the new platform. The team first delivered a closed beta version of the platform and feedback from customers was encouraging. Since then they have delivered 3 more releases that have brought more customers to their platform.<\/p>\n\n\n\n The product manager now wants the team to step up pace of delivering business critical functions to ramp up platform adoption and expand customer base. Kiran and Priya have noticed piling tech debt which could potentially block platform deployment and scalability. They are surfacing these concerns regularly during review and planning meetings. The product manager acknowledges them but tends to continuously prioritize client requirements over tech debt. Both Kiran and Priya are worried and don\u2019t know what else they can do. What would you suggest to enable an equitable outcome that balances business needs while addressing tech debt?<\/p>\n\n\n\n Suggested Solution:<\/p>\n\n\n\n Our choir in school was a group of about 55 girls at any time, organized so singers of similar voices were grouped together to create blended harmonious music. The music conductor was our music teacher who also played the piano, our guiding instrument. <\/p>\n\n\n\n We regularly performed at school\nprograms and several competitions. Practice sessions were regular and intense with\nbasic scales exercises and singing musical compositions for 2-3 hours each week.\nMusic pieces had contrasts in rhythm, beat & tune that tested our listening\nand voices. Sometimes it felt like we were singing beautifully and other times perhaps\ninsulting the composer. Practice session outcomes ranged from joyful to painful\nleaving both conductor and choir with a combination of satisfied and frustrated\noutcomes, much like sports practice sessions between coaches and players. Sometimes,\njust before a public performance we\u2019d find ourselves completely out of sync. What\ndid we do then? Our teacher-conductor would help us with these techniques <\/p>\n\n\n\n It would all then come together,\njust in time to deliver a cracker jack performance. After an year or so of\nsinging together, we each knew when our singing was off key and more\nimportantly what to do to get our rhythm back. We would then re-start practice\neven without our conductor by using the techniques we learned. Did we deliver\nan awesome performance all the time? Well almost, but more importantly, we\nlearned how to sync back, whenever we fell out of it.<\/p>\n\n\n\n In my role a coach for engineering teams, I see teams starting development iterations with earnestness and applying practices like planning, design, coding standards, reviews and so on. For the first few iterations, their tempo gains pace and teams deliver at a fairly steady rate. After that, I notice the original energy, practices and overall flow began to waver. Teams struggle to maintain their rhythm often due to reasons such as <\/p>\n\n\n\n amongst others. Teams seem to\ndrag themselves to complete deliverables, quality & speed of delivery are\nimpacted, motivation levels fall, and team members become disconnected. Regular\nevents or practices meant to enable workflow, especially the daily stand-up, became\na mechanical motion, planning and backlog grooming fall by the wayside. How can\na team get back to a state of flow and sustain their rhythm? What does it take\nfor a team to choreograph itself to synchronize back?<\/p>\n\n\n\n I have shared a few steps from\nwhat I have tried as a coach, based on my choir group experience. I am sure\nthey are not new to many of our readers. <\/p>\n\n\n\n These could either be facilitated\nby a scrum master, manager or anyone in the team who notices an arrythmia. If\nyou see, most of these interventions are a combination of continuous\ncollaboration, communication, coordination, which is what many teams or groups\nin performing arts or sports do. Across the organization, establishing and\nmaintaining rhythmic practices such as regular scrum events, release planning,\nroadmap and strategic or vision-level alignment, define how interaction happens\nwithin companies, enabling them to deliver on a cadence to their customers and\nsustain without oversight. This recent video beautifully sums up the sense and\nimportance of rhythm in teams.<\/p>\n\n\n\n \u201cWith an uncertain future\nahead marked by deepening divisions and climate change, the many examples of\ncollective relief and recovery efforts can serve as a blueprint for how to move\nforward and rebuild with a radical resilience. They can also provide a glimpse\nof another world, one marked by empowered communities filled with more\nconnection, purpose, and meaning<\/em>.\u201d (https:\/\/www.shareable.net\/disaster-collectivism-how-communities-rise-together-to-respond-to-crises\/<\/a>)\n<\/p>\n\n\n\n \u201cWe know that we\u2019re capable of\nachieving temporary comity and peace. Our critical challenge is to make this an\noverriding goal for humanity, without the \u201cneed\u201d for tragic disasters. If we\ncan accomplish this, we indeed do have a chance to enhance our lives, and to\nsurvive as a species.\u201d<\/em>( https:\/\/www.psychologytoday.com\/us\/blog\/our-emotional-footprint\/201709\/do-we-humans-need-tragedies-bring-us-together<\/a>)<\/p>\n\n\n\n In conclusion, the above \u201cwisdoms\u201d\ncannot take away how difficult it is going to be to recover, if we ever will,\nbut it brings a lot of strength and reminders that you are not alone. I have\nonly summarized or skimmed through my experience and I am sure many readers\nwould have questions on \u201chow\u201d all this worked or didn\u2019t. Please stay tuned for\nthe next in this series of my experiences as a corona warrior. Please also\nwrite in with your questions and your stories.<\/p>\n\n\n\n Further reading: <\/p>\n\n\n\n https:\/\/www.scientificamerican.com\/article\/how-the-stress-of-disaster-brings-people-together\/<\/a><\/p>\n\n\n\n
