Faced with friction between some members of the team, he opted for a 1-2-4 model to discuss possible agreements. This model aims to ensure that everyone has a voice on it: here is what the PO observes, in its own words: “Before coaching, our team experienced challenges and dysfunctions. There was no team because we were a team of people who lived in Texas and India. Since we had never met and our tools (Skype, X) did not work, we never met face to face, even virtually. Sensitivity to geographical cultural differences is important, in this case, the highest person in the offshore hierarchy has spoken to all offshore members, because they are normally trained in American cultural norms and as a third-party consultant, they are motivated to appease their American clients. Team members share their suggestions and why they feel they should be part of the labour agreements. Some relatively easy points. The ScrumMaster takes note of these ideas on the Board of Directors. And to finish the meeting and exercise, I go through a check-out and ask the team to take turns answering the question: “Which ball in the work agreement will make the biggest difference in your opinion? Which one is your personal favorite? If possible, I try to be a few minutes early in the meeting room to be able to prepare the whiteboard (as in the figure above), and make sure there are enough post-its and Sharpies to go around. A working agreement can be established in a single meeting, even in just 30 minutes. Ask the team to be ready for the idea, then discuss each idea and whether it should be added to the agreement. In the end, you`re ready to go! The next morning, I arrived early, zealously, to finally meet everyone on the team. I had decided to stay in learning mode and understand.
I refused the SM`s invitation to support the team after the fact, and I let it proceed in retrospect, as had always been done. At 8:00 a.m., SM, PO and I gathered in an empty meeting room in our Home Office and the SM connected the Skype link that launched the meeting.