When large industrial organizations change to(or start with) an agile approach to operations, managers and some employees are supposed to be "agile leaders" often without being given a clear definition of what that comprises when building agile teams. An inductive thematic analysis was used to investigate what 15 appointed leaders actually do and perceive as challenges regarding group dynamics working with an agile approach. Team maturity, Team design, and Culture and mindset were all categories of challenges related to group dynamics that the practitioners face and manage in their work-life that are not explicitly mentioned in the more process-focused agile transformation frameworks. The results suggest that leader mitigation of these three aspects of group dynamics is essential to the success of an agile transformation.
翻译:当大型工业组织改变为(或从开始)灵活处理业务时,管理人员和一些雇员通常应该成为“敏感领导者”,但往往没有明确界定在建立灵活小组时构成的内容。运用了启发性专题分析来调查15名指定领导的实际做法,并将其视为以灵活方式开展工作的团体动态方面的挑战。团队成熟、团队设计以及文化和思维是所有类别与团体动态有关的挑战,从业人员在工作中和管理的团体动态在更注重程序的灵活转型框架中并未明确提及。结果显示,领导减轻团体动态的这三个方面对于快速转型的成功至关重要。