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Just yesterday I was talking with a friend about hard skills of humans and as it appears how it isn't interesting anymore. Maybe this is out of scope of this ar

Just yesterday I was talking with a friend about hard skills of humans and as it appears how it isn't interesting anymore. Maybe this is out of scope of this article. Dan talks about getting the right people around a table to gain some traction, but that's it. Has the thinking about how individuals function in a team or company become out of favour? It feels like we currently just accept that we have some natural talented people person in the frontline that will figure out how to handle individuals. Scrum masters seem to be very helpless with solving conflicts or improving teams apart from random strategies they found in a cool textbook. There seems no serious education. And that leads back to the beginning of the article. Many agile people sell snake oil, scrum masters buy it and try to sell it to someone else.

tastapod 8y ago
[I’m the author but not the OP] I agree team skills are important and I discuss them extensively elsewhere, for instance in this talk (https://youtu.be/lvs7VEsQzKY https://youtu.be/lvs7VEsQzKY), but that is orthogonal to what I’m talking about in this article. Those skills are valuablein any case! Your comment about “how people function in... a company” is key, however. That’s why I talk about building a leader-leader organisation of the kind David Marquet describes in “Turn the Ship Around”. As you say, you can’t just rely on getting the right people round the table or having charismatic individuals who are “good people people”. You have to build resilience into the organisational structures so you can federate decision-making away from the bottleneck of senior management, and give people the autonomy to make good local decisions.