Training Series - How Great Scrum Masters Handle Process Resistance
Turning Team Resistance into Teaching Opportunities
👋 Hello,
I’m Vibhor, and welcome to the 🔒 subscriber-only edition 🔒 of my weekly Training Series powered by Winning Strategy.
This week’s training - How to address “process-related” concerns within teams.
Note: If you enjoy reading this post, would you mind showing your support by clicking the little gray heart below the title above? It would really mean a lot and help spread the word about this growing newsletter. 😍
For Scrum Masters handling Scrum or, in general, “Process” related concerns is more a rule than an exception. Often, these concerns are more like strong resistance from the team. What underpins this resistance, however, is rooted deep within our neurobiology.
Ever wondered why introducing Scrum or any other Agile process can sometimes feel like trying to turn a cat into a dog lover?
Note: This post is not about psychology, but understanding the brain activity of team members is crucial for handling resistance effectively.
Science has some cool insights for us. Turns out, our brains are kind of like cats – they're not big fans of sudden changes.
Dr. Srini Pillay from Harvard did some digging and found that our brain sees unpredictability, much like we see that unexpected item in the baggage area (yep, it's a bit freaked out).
It's all about our brain's "worry-wart" center, the amygdala, getting jumpy with the unknown. So, when your team grumbles about this event or that ceremony, it's not just about Scrum – it's their inner brain cat hissing at a new dog!
But here’s the good stuff.
With a dash of neuroscience know-how, Scrum Masters can make that brain-cat purr, turning resistance into a harmonious team chorus. Let's dive in and see 10 scenarios showcasing the art of handling (navigating) resistance by great Scrum Masters.
"We're doing Scrum, but it doesn't feel like we're moving any faster."
🧠 What their Brain is Thinking:
"I remember working a certain way and expecting certain results. This new way doesn't seem to be meeting those expectations."
SM’s Reply:
"Scrum's main goal isn't just to speed, but to give consistent, valuable results. If we're feeling slow, let's look closely at what we're doing and see where we can do better."
Why the Reply Works:
The reply shifts focus from "going fast" to "doing things that matter."
It's like telling someone it's not about how fast you run but where you're going.
By acknowledging the feeling and offering to work on it together, the Scrum Master makes the team member feel heard and reassures them that improvements can always be made. This builds trust and encourages open communication.
“We are spending too much time on user stories and not on the actual code."
🧠 What their Brain is Thinking:
"I thought we'd be focusing on what I'm used to and what I feel is the 'real work.'’ This doesn't feel right."
SM’s Reply:
"I hear you. User stories guide us, but they shouldn't dominate our time. Let's look at how we can make this process more efficient."
Why the Reply Works:
The Scrum Master's response acknowledges the concern, making the team member feel heard and understood.
Then, by agreeing that user stories shouldn't take up too much time and suggesting a collaborative review of the process, the Scrum Master provides reassurance.
This approach not only shows empathy but also communicates a proactive attitude towards problem-solving, promoting teamwork and mutual respect.