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DYNAMIC RETEAMING the art and wisdom of changing teams;the art and wisdom of changing teams.
Your team will change whether you like it or not. People will come and go. Your company might double in size or even be acquired. In this practical book, author Heidi Helfand shares techniques for reteaming effectively. Engineering leaders will learn how to catalyze team change to reduce the risk of...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[S.l.] :
O'REILLY MEDIA, INCORPORA,
2020.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Intro
- Foreword by John Cutler
- Foreword by Diana Larsen
- Preface
- Approach
- Audience
- Participants
- O'Reilly Online Learning
- How to Contact Us
- How to Use This Book
- Acknowledgments
- I. What Is Dynamic Reteaming?
- 1. The Evolution of Teams
- Panarchy
- 2. Understanding Teams
- What Is a Team?
- Dynamic Reteaming
- Does Dynamic Reteaming Always Work Out?
- The Social Dynamic of a Team
- As Time Passes, Our Teams Change
- 3. The Power of Team Assignment
- Someone "At the Top" Put Them on the Team
- The Managers Decide the Team Membership
- The People Take a Survey to See if They Want to Change Teams
- Managers Encourage People to Volunteer for a Team
- Managers Arrange Team Self-Selection Events
- How A Company Reorged with Self-Selection
- Teams Strategize and Form Their Own Team Structures
- Reteaming as the Team's Problem to Solve
- Team Members Trade Places, Then Tell Managers
- 4. Reduce Risk and Encourage Sustainability
- Reteaming Decreases the Development of Knowledge Silos
- Reteaming Reduces Team Member Attrition by Providing Career Growth Opportunities
- Reteaming Decreases Inter-Team Competition, Fostering a Whole-Team Mentality
- Reteaming Yields Teams That Aren't Ossified, Making It Potentially Easier to Integrate Newcomers
- Reteaming Is Going to Happen
- II. Dynamic Reteaming Patterns
- 5. One-by-One Pattern
- Add People to Existing or New Teams?
- Seeding Teams
- Include Your People in the Organizational Design
- Hiring to Sustain Culture and Development Practices
- Plan and Communicate about the Arrival of the New Team Member
- Get Things Together for the New Hire Before They Arrive
- Encourage Managers to Pay Attention and Influence the New Hire
- Support the New Hire as Well as the People Around Them
- Assign the New Person a Mentor
- Use Pair Programming to Onboard New Developers
- Encourage Shadowing
- Encourage New Hires to Share About Themselves
- Form Bootcamps and Help New Hires Form Networks
- When People Leave, You Have a New Team
- Firing People-When You Reteam Someone Out
- When People Leave of Their Own Accord
- Saying Goodbye-Do We Announce Departures?
- Processing the Fact that Someone Left The Team
- The Evolution of People In Our Teams
- Pitfalls of the One-by-One Pattern
- You Realize You Have an Imbalance of Juniors to Seniors
- Mentor Fatigue
- Not Visioning Out Career Paths from the Beginning
- 6. Grow-and-Split Pattern
- Signs That You Might Want to Split Your Team
- Are Your Meetings Getting Longer?
- Is Decision Making Becoming More Difficult?
- Has the Work of the Team Become Unrelated?
- Are You Forgetting Who Is on Your Distributed Team?
- You've Decided to Split, Here's How to Do It
- Include the Team in the Decision
- Articulate Why You Are Splitting the Team
- Figure Out the Missions of the New Teams