A favorite frameworks for providing negative feedback is the CEDAR™ model from Anna Wildman. CEDAR is an acronym for the steps involved in providing feedback.
Context: Set the context for the person. Describe the problem, the role their behavior had in creating or exacerbating the problem, and the effects it had.
Examples: Provide one or more examples to illustrate the behavior. Don’t go overboard here. One example may be enough but never give more than three.
Diagnosis: Talk to the person about why they behaved as they did. My favorite approach is simply to ask, “What caused you to act that way?” or perhaps “What caused you to say that?”
Action: Ask the employee what actions they will take next. This could be aimed at correcting an existing problem or preventing it happening again. Get the person to state clearly what their goal is and name specific actions they’ll take to achieve it.
Review: End a discussion by establishing a plan to review the person’s progress. Ask them when you should meet again. Before then, observe the person. Look for an opportunity to praise them sincerely for any progress they’ve made.
A great exercise to do with your team, as copied from https://scrum-agile.nl/?page_id=256
Start by individually answering the following questions:
- At work, I get inspired by…
- I’m proud to be part of a team that…
- What I can offer my colleagues is…
Shared the outcome with each other and talk about the outcomes.
Then answer the following questions:
- My Personal top 5 values are…
For inspiration you can use a list of values from https://scottjeffrey.com/core-values-list/
After writing down 5 values, you challenge them by asking the following questions for each value:
- If you were to start a new organization, would you build it around this core value regardless of the industry?
- Would you want your organization to continue to stand for this core value 100 years into the future, no matter what changes occur in the outside world?
- Would you want your organization to hold this core value, even if at some point in time it became a competitive disadvantage—even if in some instances the environment penalized the organization for living this core value?
- Do you believe that those who do not share this core value—those who breach it consistently—simply do not belong in your organization?
- Would you personally continue to hold this core value even if you were not rewarded for holding it?
- Would you change jobs before giving up this core value?
- If you awoke tomorrow with more than enough money to retire comfortably for the rest of your life, would you continue to apply this core value to your productive activities?
If you can answer a values with “yes” on all questions, you got a winner.
Collect all values that were answered with a yes on all questions, and from those values look for similar personal values within the team.
In this article, Willem-Jan Ageling will discuss the evolution of the Scrum Master.
This article is published in Agile NXT. This article describes some of the concepts Evelien Roos learned and how you can apply “brain science” to make your Scrum events more effective.
Have you been wondering how you can measure the impact of your Scrum Masters? And how these Scrum Masters or Agile coaches can really help with the bottom-line result? Working with agile or Scrum generally means having several Scrum Masters in place, but can you measure their effectiveness and impact. If so, read this article by Peter Koning:
Great article about how an experiment hit off but eventually was killed again. https://www.agilealliance.org/resources/experience-reports/self-organization-eats-agile-at-scale-for-breakfast/
The 5 workshops in one overview
You can try these workshops in a random order, although we did give the flow of these do-it-yourself workshops some thought.
- Workshop #1: Scrum Mythbusters: Is The Sprint Goal Optional In Scrum?
- Workshop #2: Help Your Team Get Started With A Product Goals And Sprint Goals
- Workshop #3: Formulate A Clear Sprint Goal During Sprint Planning
- Workshop #4: Improve How Your Scrum Team Uses Sprint Goals
- Workshop #5: Create Better Sprint Goals With Powerful Questions
We designed this tried-and-tested workshop to help Scrum Teams think about the value of (Sprint) goals. Although many Scrum Teams consider them optional, Sprint Goals are really at the heart of how you can successfully navigate complex work. With this string, you create transparency around what happens without Sprint Goals or with Sprint Goals that are unclear. And more importantly, what you can do as a team to improve – together!
We designed this do-it-yourself workshop to help your Scrum Team get started with a Product- and Sprint Goal. It doesn’t matter if you’re a new team or have already completed multiple Sprints. It’s never too late to get started with how Scrum is intended. But the importance of a Product- and Sprint Goal is something you probably already experienced yourself…
The string of Liberating Structures contains UX Fishbowl to learn from the stakeholders, Conversation Cafe to share ideas & thoughts about the product, Nine Whys to create the Product Goal, and 25/10 Crowd Sourcing to select the Sprint Goals.
We designed this do-it-yourself workshop to help your team define a clear Sprint Goal during Sprint Planning. The string of Liberating Structures contains Celebrity Interview to clarify the Product Goal, 1-2-4-ALL to select a Sprint Goal, Min Specs to create the Sprint Backlog, and What, So What, Now What to define the Sprint plan.
To make the importance of the Sprint Goal clear, it’s easy to dictate the Scrum Guide. The term “goal” is one of the most emphasized concepts. Yet we believe it’s more powerful to let your team discover this by themselves. That’s the intention of this do-it-yourself workshop, which contains the Liberating Structures TRIZ, Discovery & Action Dialogue, and 15% Solutions.
This workshop is extra special because it’s only available in our book the “Zombie Scrum Survival Guide“. A Sprint Goal helps Scrum Teams self-organize their collaboration. The Sprint Goal also clarifies the purpose and value of the work on this Sprint. It gives flexibility to the Scrum Team to change their Sprint Backlog as needed in response to sudden changes. But creating clear goals is something many teams struggle with, especially in Zombie Scrum environments. This experiment offers ten powerful questions to help your Scrum Team create clear Sprint Goals. The questions are part of the “50 Powerful Questions” card deck.