Sprints and the organisation
We all love sprints; it’s the way innovation and forward momentum can be generated. But what happens when the Scrum Master or team leader is modelling and managing the team for brilliant sprints, yet the organisation wants results in a more traditional way?
I have worked with a few tech teams where several individuals are left holding the stress of this tension. It is the individual that is left questioning why they can’t hack it.
But this emotional stress is evidence of a system that needs some help. People within the system should question what it is about the system that means the system cannot hack sprints.