That’s one of the first declarations that is made at the start of the session. Within difficulty, sharing experiences is useful, depending on one’s expertise is a drawback. The emphasis lies on easing, on creating clearness and on discovering confined solutions organized.
The session requests trainers to model suitable behaviors and performs of a Scrum Master, like:
- Using techniques and practices to make challenges transparent
- Not providing “simple answers” to complex problems, but inviting the group to discover their solutions;
- Asking open-ended questions wherever possible to support the process of discovery;
- Impending teaching as “the art of abetted discovery” rather than “awarding the realities”;
- Enabling bottom-up knowledge formation and to help students to think within the Scrum framework.
Most importantly, Scrum Masters are servant leaders. They help the Scrum Team be successful by providing the services and support they need to do so, without drawing attention to themselves. Their approach to change is holistic and involves the individual members, the team, and the broader organization. They recognize that in difficult work, bringing people composed and shaping future actions composed is the best way to be actual.
Suggested Read: Job profile of a scrum product owner
The Scrum Master Learning Journey
Scrum Masters are liable for helping organizations find ways to deliver value to stakeholders earlier and more regularly with Scrum. This is no humble task and requires creativity, intelligence and close partnership with developers, product owners, and management.
Identifying this challenge, we’re going to start the public Scrum Master Learning Journey where Scrum Masters can learn and raise composed with Scrum Masters from many other organizations. We’ve experienced how powerful communities of Scrum Masters are in driving effective Scrum, and want to proposal every Scrum Master a similar occasion!
Why it’s Mostly about the Scrum Master
A Scrum acceptance will be more successful when Scrum Masters are stimulated to work together and build on their explanations. Together, they can drive change from the ‘Inside-out’. It is natural to focus on the team level initially, but the focus will later shift towards building relationships and acting as a change agent on an organizational level.
If Scrum Masters are encouraged to fulfill the role like this, you don’t need to rely on the earlier mentioned trainers, consultants, and coaches, fulfilling their role as the Scrum experts. Of course, they will struggle.
Why it’s not ONLY about the Scrum Master
Scrum Masters are a vibrant part of The Liberators network. However, our purpose is unleashing organizational superpowers and liberating organizations from outdated modes of working and learning. To achieve this purpose, we need the support of e.g. Developers, Product Owners, and Managers as well.
Therefore, it would be awesome if…
All courses are focused on bottom-up knowledge creation and the discovery of local solutions. Bringing people together and help them shape future actions is the best way to be effective. Nevertheless, if you are a Scrum Master, Product Owner, Developer or Manager;
Liberating Structures are used to tap into the full wisdom, experience, and perspectives of everyone in the organization to resolve problems, make decisions, share knowledge and innovate. By using Liberating Structures all voices are heard. This can help create the necessary understanding and support of why and how Scrum is used in an organization.
Learning 3.0 gets more traction as an approach for emergent learning, rather than prescriptive learning. The whole idea is that learning is best done by people obtaining ideas from numerous sources, running experiments in their background, and then sharing understandings with their peers. It’s about generating your knowledge, by the assembly, experimenting, and sharing;
Lean Change Management (LCM)is applied as a non-linear, feedback-driven model for managing change. It’s all about incrementally changing organizations in a highly transparent and collaborative manner. In its place of a first-time-right, blueprint driven approach, the emphasis is on experimentation and trying out dissimilar things to learn what works. LCM can be used flawlessly for introducing Scrum in an organization;
Training from the Back of the Room (TFBR) is used to let students take center-stage as they discuss, questions, reflect, experiment, participate, present, practice, teach, and learn from each other. It would be great if all Scrum classes would have TFBR as the support for association and communication.
We believe in a radical, expert-less, community-driven approach for organizational change, training, and learning. We are convinced that people should be empowered to drive change themselves and tackle difficult challenges together, as part of a community, while also having fun.
These ideas are inspired by the fields of complexity science and organizational psychology. Concepts and frameworks that support this expert-less approach for organizational change, training, and learning are Learning Journeys, Liberating Structures, Learning 3.0, Lean Change Management, and Training from the Back of the Room. All these thoughts enable a strong focus on transparency, an experiential method and making a shared purpose.
Most highly, Scrum itself as a framework is an expert-less method as well. Meaning, you don’t need experts to tell you what and how to use it. Join the Scrum community, use the earlier mentioned concepts and ideas, share learnings and findings, and enjoy the ride!