Adaptive leadership for agile and sociocratic group dynamics – a field report
Requirements engineering often is perceived as the mere managing of lists. We use powerful tools to collect and track work items. Each item has an ID, status information, a priority and is linked for traceability.
What is frequently forgotten is that today’s complex products or services are the result of countless conversations, discussions and decisions made. These countless micro decisions need to be tracked, filtered and visualized as well. The environment described here is one with high-speed decision making, beyond status meeting and jour fixes.
At the same time, our customers demand citius, altius, forties – we need to deliver better products faster, which is the promise of Agile methodologies. Is the incremental and iterative approach in Agile methodologies compatible with Requirements Engineering, where we need sign-offs, baselines and design freezes?
Assuming Agile methodologies are the solution to leaner and faster decision making: Which leadership style best supports a high-speed dynamic decision making? Which group structures or project types require which leadership style, to avoid chaos?
This paper is a field report, based on the author’s leading a transition towards sociocratic organization while at the same time working as product owner for client projects.
Was lernen die Zuhörer in dem Vortrag?
Which leadership style best supports a high-speed dynamic decision making and why? Which group structures or project types require which leadership style, to avoid chaos?
Führungskräfte, Scrum Master, Product Owner
Rollen im agilen Anforderungsmanagement