The Newspaper Headline Futurespective will help the team visualise what their short-term future could look like in different scenarios.
By asking the team to think in this way, you will unearth concerns and worries that the team have – and the best thing is that you can support them to course correct to ensure the future is positive & successful.
• Whiteboard and markers (or a digital alternative)
• Post-its and pens
“What do we need to do now to avoid this outcome?”
Creating actions to avoid something negative happening in the future.
“What can we do now to increase the likelihood of our best case scenario becoming a reality?”
Although the team can’t control everything that will happen in the future, there will be some actions that can improve their outlook.
“Has anyone got a different view on this?”
Gives those who maybe don’t agree with the current conversation an opportunity to speak up.
“Is there anyone who hasn’t spoken on this theme yet that would like to contribute?”
Offers an opportunity for the quieter members of the team to speak.
“Is this within our circle of control?”
Sometimes we raise very valid issues, however, the solution may be totally outside of our control. Asking this question can help bring a conversation to a constructive conclusion and move the team along to issues that are within their ability to control.
In this session, the team would have been thinking about their future, not something commonly done as a whole team. This approach encourages a different way of thinking and is a great opportunity for them to imagine what could happen, what might be possible and more importantly, how they can change the course of the future for the better.
When discussing and agreeing actions to increase the likelihood of the best case scenario headline, ask the team to think about what is in their control. It is very easy to list of things that the wider business could do to solve all their problems but that is not a realistic expectation to have. Keep the conversation focused on what they team can change themselves.
Laura brings 5 years' experience across 3 industries as a Scrum Master. She's worked with teams who operate as independent scrum teams as well as in a scaled framework methodology, meaning she can adapt to different environments and frameworks as necessary to support teams at all levels.
She feels passionate about empowering teams to be the masters of their own success and enjoys coaching teams from the forming through to performing stages. Laura is always in awe of the skills of the individuals in her teams and revels in seeing what they produce sprint to sprint.
SUPERPOWERS | Chasing dependencies. Organisation. Being approachable.
KRYPTONITE | Scope creep. Blockers. Diet Coke.
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