Apparently I’m stuck on the topic of decisions, but whereas the last post was about manifesting decisions, this one is about avoiding them. Well, at least a certain kind of decisions: The kind where teams need to do something regularly, but it doesn’t matter which team member does it, as long as it gets done. Let me give you some examples:
- Who takes care of ad-hoc support requests in a team of admins doing kanban
- Which scrum master writes the weekly “What are the scrum masters doing, anyway”-email
- Which team member attends the SoS. (In my workplace the SoS is a stand up of team members, not the scrum masters.)
Because each of these decisions is tiny and not very significant on its own, people are sometimes reluctant to agree on a long-term arrangement that eliminates the string of tiny decisions. They figure, they’ll just take them each time they present themselves, because, hey, tiny, right? What ill could possibly happen?
Turns out, a variety of ills: Continue reading