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we combatted the bias factor by having managerless standups, and a designated (rotating) person just takes notes and forwards them to the manager. Its actually
by no_wizard 4y ago
we combatted the bias factor by having managerless standups, and a designated (rotating) person just takes notes and forwards them to the manager.
Its actually fine. Management has repeatedly admitted they get little out of standups when there isn't a managerial level blocker (IE, we need them to interface with a team) and the concise written note updates allow them to see patterns of issues and address them more holistically.
For engineers, it got rid of the implicit bias talked about here.
Our standups are like 5 minutes or less now, and blockers / collaboration on blockers is way more common.
This also made the stakeholder check in every two weeks way more productive, people I think shifted their look what I did and how I did it energies to that meeting, where its 100% more appropriate.
- Tarsul 4y agoin the notes, is there information about who did what or not?
- no_wizard 4y agoI hesitate to broadly interpret this, but notes are not meant or used to "keep score", and if things can be explained without naming people they are, for sure, but "person A is going to help person B to unblock them because of x y z" is about as detailed as one needs to be, usually. Can you clarify what exactly you mean here?
- Tarsul 4y agoYou actually answered my question, thanks. I was/am just curious about which person has the decision power about who works on which part. But I guess it goes something like: person A tries to solve X. If he can't solve it, he asks the team and someone in the team will try helping. If the problem cannot be solved within a reasonable timeframe, then someday management will ask what's going on.
- hbrn 4y agoI really like that. Having management present can subconsciously push people to turn standups into a productivity contest.