180: Collaborative Freedom

Collaborative freedom for teams, crafting user stories for smooth execution and asking the right question to improve communication

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Off Topic: Crafting Effective User Stories

Have you ever followed a link in the wiki that led to user stories? Usually, when a ticketing system is closed, the user stories are archived. Yet, while creating requirements, the story may change. It's important to note that the user story title should reflect the desired outcome, but it doesn't have to start with "As a user" every time. For example, if the feature is email notification, the title should reflect that. The user story should explain the part before going into more detail in the notes. It's recommended to document these details in a wiki. It's important to understand that the definition of done doesn't mean the coding is complete. It means the feature has been designed, the requirements have been written, tested, undergone UAT, and is ready for production.

Retrospectives are held at the end of sprint intervals, usually two weeks. The first four or five retrospectives are crucial and can be very productive if documented. It's also crucial to document action items instead of complaining. Don't keep any fundamental problems from your manager, as solving them before they become big is essential.

To create a solid foundation for the bigger picture, use experiments and make minor iterative improvements. If a story doesn't fit the expected pattern, alert early and consider rewriting it. Get rid of or replace any fake or misleading stories. While micro-stories are fine, more detail is needed for things beyond short-term plans.

User Stories are proposals or experiments. They involve making hypotheses about how the world works and are based on assumptions about business value. Yet, these assumptions may only sometimes be accurate and can be proven right or wrong. Stories are based on assumptions about business value, and those assumptions may or may not be valid. User Stories are not definitive requirements but rather a starting point for discussions. They present a question rather than a solution. Creating a user story is a commitment to work together and discuss the delivery of a particular item or service.

[^]: Fifty Quick Ideas To Improve Your User Stories

Unrelated: Asking the Right Questions in Conversations

To better understand someone's ideas, avoiding interrupting them is crucial. A helpful approach is to aim for three to five answers from them, as this indicates significant progress. This question is practical because it prompts people to generate more options and allows you to listen without giving advice. Remember to focus on the actual problem rather than the initial one. It's essential to guide the person by asking, "What's the real challenge for you?" and avoid getting sidetracked by the wrong problem.

Lead with presence; begin a conversation with awareness. Return to and strive to maintain that awareness. And be honest with oneself about what's happening. Lead with presence to make any conversation mindful. Awareness is the primary foundation for all Communication. 

Mindful Communication creates understanding through awareness. Conscious Communication implies being present. Effective Communication depends on presence. To say what we mean, we must first know what we mean. We must listen and discern what's true to understand what we mean. Communication crosses all the boundaries of our lives. It includes how we use our voice—the tone, volume, and pace at which we speak. The holistic aspect of Communication makes the process dynamic. Effective Communication depends on our ability to be present. Communication is more about staying within conversation rather than being clear about what we are doing. Transparency makes all parties in any interaction aware of everything that might affect each other. 

[^1]: Say What You Mean: A Mindful Approach to Nonviolent Communication

Current Work: Collaborative Freedom

The team membership rules are uncomplicated: Teams can add or remove members with their consent. Members can join or leave teams by giving reasonable notice. Members can also handle many roles based on their bandwidth. There is no formal process; it's a search for mutual suitability. People often ask themselves, "If I'm not a VP, what am I?" and "If I distribute my power, what do I have left?" The turning point comes when they realize they can trade control for participation. 

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