It establishes a set of steps that need to be followed (often time daily) and interactions to be had regardless of the nature of the work and the psychology of evolving unique set of relationships inside a social group? How does it not?
Aren’t these interactions put in place to create transparency across the team regarding progress and purpose as well as empirical validation? I am not sure how that necessarily clashes with social structures inside the Scrum Team or micro manages its members.
Micromanagement - there is literally ability to make own decisions. You have to accountability either. Every single tiny aspect of work is dictated by somebody else, commitee or some kind of process.
Personal guess: groups full of people with high interest in people and great social skills won't produce something like scrum. It exists only because tech can give decision power to people who don't have those.
Human psychology: to large extend the above. It leads to absurd conflicts and power struggles over nonsense. Then it blames people who actually reacted in predictable way. It creates unnecessary hard social situations.
It is also massively demotivating. In fact, the components of motivations in pretty much any other fields are autonomy, mastery, accountability. Scrum lacks all three.
> Every single tiny aspect of work is dictated by somebody else, commitee or some kind of process.
That is not the way Scrum is meant to be implemented. The goal is to have a cross-functional, empowered team with the ability to make their own decision. The Product Owner - as part of that team - makes ultimate decisions as to what the product will be.
> It creates unnecessary hard social situations
Yes, social conflicts in team can be tough. Following the values of Scrum, respect and openness in particular, helps teams sort these things out. I know that in practice, it involves a lot of skill to guide a team through those phases.
> the components of motivations in pretty much any other fields are autonomy, mastery, accountability
You are absolutely right. If you read through the Scrum guide, you will find all those aspects in there. I think what you are describing, though, is how Scrum is "lived" in many organizations, which have difficulties empowering teams and provide the environment necessary to do Scrum.
In these situations, the answer is often that Scrum simply don't work, it's clashing with your culture and structure. Many teams opt to implement parts of Scrum - which is fine and might work exceptionally well, but it's not Scrum.
ThalesX|4 years ago
cygned|4 years ago
watwut|4 years ago
Personal guess: groups full of people with high interest in people and great social skills won't produce something like scrum. It exists only because tech can give decision power to people who don't have those.
Human psychology: to large extend the above. It leads to absurd conflicts and power struggles over nonsense. Then it blames people who actually reacted in predictable way. It creates unnecessary hard social situations.
It is also massively demotivating. In fact, the components of motivations in pretty much any other fields are autonomy, mastery, accountability. Scrum lacks all three.
cygned|4 years ago
That is not the way Scrum is meant to be implemented. The goal is to have a cross-functional, empowered team with the ability to make their own decision. The Product Owner - as part of that team - makes ultimate decisions as to what the product will be.
> It creates unnecessary hard social situations
Yes, social conflicts in team can be tough. Following the values of Scrum, respect and openness in particular, helps teams sort these things out. I know that in practice, it involves a lot of skill to guide a team through those phases.
> the components of motivations in pretty much any other fields are autonomy, mastery, accountability
You are absolutely right. If you read through the Scrum guide, you will find all those aspects in there. I think what you are describing, though, is how Scrum is "lived" in many organizations, which have difficulties empowering teams and provide the environment necessary to do Scrum.
In these situations, the answer is often that Scrum simply don't work, it's clashing with your culture and structure. Many teams opt to implement parts of Scrum - which is fine and might work exceptionally well, but it's not Scrum.