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Everyone knows that to build great software you need great teams. Experts are quick to offer principles and processes that are “the key” to greatness. But what if your team’s not “great”? It’s not “getting things done”. People don’t trust each other. There’s a lot of conflict. Low morale. Something is wrong. Now what? “Debugging” a team is a lot like caring for a complex distributed software system: it’s less about fixes, and more about observation, hypotheses, intervention, and more observation. Whatever your role, these are skills you can learn and apply right now, on your own teams.
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In her talk "Debugging Product Teams" at RubyConf 2021, Amy Newell addresses the challenges faced by software product teams and offers a systems approach for diagnosing and resolving issues. Rather than providing quick fixes, Newell emphasizes the importance of observation, understanding, and iterative intervention to improve team dynamics and effectiveness. She defines a product team as a cross-functional group typically comprising engineers, designers, and a product manager and discusses how these teams exist within broader organizational and societal systems. Key points of the presentation include: - **Systems Approach**: Newell advocates for viewing product teams as complex distributed systems influenced by various external and internal factors. Observing these systems holistically enables better comprehension of team dynamics. - **Assumptions**: The talk assumes listeners are tech leads or engineering managers and highlights the need for radical curiosity regarding team issues, particularly for those new to their roles. - **Debugging Process**: Newell outlines a circular debugging process that involves mapping systems, observing team interactions, forming hypotheses, and implementing interventions. This process is continuous and allows for ongoing adjustments based on new observations. - **Observation Techniques**: Real-life examples are crucial. Newell suggests observing interpersonal relationships, understanding career goals, and identifying power dynamics within the team to gather insights regarding performance and morale. - **Interventions**: Based on observations, leaders can choose small, impactful interventions. Newell emphasizes the importance of feedback, communication, and working to foster a positive team culture. However, she warns against trying to solve every problem at once and stresses that team members should prioritize their own well-being. - **External Factors**: Newell discusses how managers may have little control over external influencing factors like industry competition or funding. However, they can work on resilience within the team and communicate upward about challenges impacting performance. The conclusion reassures managers that while debugging teams is challenging, it is essential to set boundaries to avoid burnout and maintain mental health. Newell encourages taking deliberate steps toward understanding team dynamics and fostering a collaborative spirit. Ultimately, the ability to debug product teams lies in being observant, adaptive, and sensitive to the complex interplay of systems surrounding them.
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