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Reduce Small-Team Culture Shock with Agile by Jamie Riedesel Ever hire someone from a traditional IT organization who seemed like a great person, only to have them end up a sucking pit of negativity that had to be fired? Traditional IT can be an incredibly hostile environment, leading to survival strategies that aren’t always compatible with small agile-based teams. In this session, I will show how these survival strategies came to be, and ways to deprogram them to reduce your recruiting churn. Better yet, the tools to do so are already in agile. Help us caption & translate this video! http://amara.org/v/J48O/
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The video, titled "Reduce Small-Team Culture Shock with Agile," features Jamie Riedesel, a DevOps engineer at HelloSign, presenting at RailsConf 2016. Riedesel discusses the cultural challenges faced when professionals transition from traditional IT environments to small Agile teams. This presentation is designed to assist individuals in better integrating into Agile frameworks by highlighting the significant differences between these two working cultures. Key Points Discussed: - **Cultural Differences**: Riedesel emphasizes the contrast between traditional IT, which operates as a service organization, and Agile, which fosters innovation and collaboration. Traditional IT organizations often work through a bureaucratic structure, requiring approvals for improvements, while Agile teams are encouraged to be generative, creating and enhancing products collaboratively. - **Organizational Challenges**: The speaker shares that traditional IT can be fragmented, with unclear ownership and bureaucracy stifling innovation. He illustrates this with an example of managing 125 independent services across various platforms, complicating maintenance and communication. - **Hostile Work Environments**: Riedesel discusses how traditional IT settings can cultivate negative atmospheres - marked by microaggressions, disengagement, and emotional labor - fueling burnout among professionals. - **Psychological Safety**: Citing a Google report, he highlights that psychological safety is crucial for effective teamwork. Those transitioning from traditional IT may struggle with this concept, as they may have come from environments where expressing ideas was not encouraged. - **Reflexive Change Resistance**: Riedesel discusses how change imposed from above can lead to discontent, complicating the implementation of Agile practices. - **Bonding through Negativity**: While professionals often share challenges to bond over common experiences, this can create toxicity that alienates newer team members. - **Strategies for Integration**: Riedesel advocates for a shift in mindset when transitioning to Agile, emphasizing collaboration, the importance of open communication, and the need for structured support to foster psychological safety. Conclusions: - The transition to Agile requires patience and empathy, recognizing that those migrating from traditional IT will need time to adjust to new methodologies. - Organizations must nurture a supportive culture that values psychological safety and fosters innovation to ensure successful integration and engagement of all team members. Riedesel encourages viewers to reflect on their own experiences and consider how positive changes can emanate from lessons learned in past environments as they progress toward a more collaborative landscape.
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