Agile Team Coaching Flashcards
(65 cards)
According to the Agile Alliance, a Team is a ___________ group of people who assigned to the same________ or ___________
small
project
effort
What is the recommended Agile team size?
No more than 12 members, typically closer to 7 +/- 2 team members for optimal Agile team performance, communication and collaboration.
An Agile team has a ___________ approach and a common ___________ and _____________ goals
Common
Project
Performance
Which of the following best describes the attributes of a high-performing Agile team?
A) Hierarchical, dependent on management, individual-focused, risk-averse
B) Self-organizing, trusting, committed, consensus-driven, empowered, decision owners, problem solvers, constructive
C) Micromanaged, skeptical, disengaged, directive, resistant to change
D) Rule-bound, approval-seeking, reactive, isolated, constrained
B
Which of the following correctly represents Patrick Lencioni’s Five Dysfunctions of a Team?
A) Lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results
B) Poor communication, weak leadership, individualism, lack of vision, fear of failure
C) Lack of transparency, micromanagement, resistance to change, low engagement, poor decision-making
D) Conflict avoidance, excessive structure, lack of delegation, unclear roles, lack of innovation
Correct Answer: A
What is the primary cause of an absence of trust in a team?
A) Lack of technical skills
B) Fear of losing job security
C) Failure to be vulnerable with one another
D) Too many team meetings
C – Failure to be vulnerable with one another prevents trust from developing.
A team suffering from fear of conflict is most likely to:
A) Engage in open, productive debates
B) Avoid difficult conversations and pretend disagreements don’t exist
C) Hold frequent brainstorming sessions to explore all ideas
D) Encourage constructive criticism and challenge each other’s opinions
B – Teams that fear conflict avoid difficult conversations, leading to unresolved issues.
Which of the following is a sign of lack of commitment in a team?
A) Clear alignment on decisions and shared goals
B) Team members hesitating to take decisive action
C) Everyone enthusiastically contributing their ideas
D) Setting ambitious goals with full team support
B – A lack of commitment leads to indecisiveness and hesitation in action.
What happens when team members avoid accountability?
A) They hold each other responsible for meeting goals
B) Poor performance and missed deadlines go unaddressed
C) Team members constructively challenge each other’s ideas
D) High performers stay motivated and engaged
B – Avoidance of accountability results in unchecked poor performance and a lack of responsibility.
A team that suffers from inattention to results is most likely to:
A) Prioritize personal success over team goals
B) Celebrate collective achievements and progress
C) Stay focused on measurable team objectives
D) Track and evaluate key performance metrics regularly
A – Inattention to results leads individuals to prioritize their own status or ego over team success.
The Shu-Ha-Ri model describes three stages of learning and mastery in Agile teams.
Shu – Follow the rules and ________.
Ha – Adapt the rules and ________.
Ri – Transcend the rules and ________.
Shu – Follow the rules and learn from the master.
Ha – Adapt the rules and experiment with variations.
Ri – Transcend the rules and innovate beyond existing practices.
Which stage of the Shu-Ha-Ri model is characterized by breaking away from traditional techniques and creating new approaches?
A) Shu
B) Ha
C) Ri
D) None of the above
C – Ri is the stage where mastery is achieved, allowing for innovation beyond the original rules.
True or False: In the Shu-Ha-Ri model, the “Ha” stage is about strict rule-following without questioning the process.
False – The “Ha” stage is about questioning and adapting the rules to improve and innovate while still respecting the foundation.
Which of the following best describes a Novice in the Dreyfus Model?
A) They rely on rules and step-by-step instructions to complete tasks.
B) They intuitively understand complex situations and adapt fluidly.
C) They make decisions based on experience rather than fixed rules.
D) They can flexibly apply skills and reflect on their performance.
A – Novices depend on clear rules and guidelines, lacking deep understanding.
True or False: An Advanced Beginner in the Dreyfus Model can apply rules but struggles to see the broader context.
True – Advanced Beginners start recognizing patterns but still rely on rules and struggle to see the bigger picture.
In the Dreyfus Model of Team Development, a Competent team member moves beyond rule-following by applying _______ to make decisions and prioritize tasks more effectively.
Experience – They begin using past experiences to guide their decisions rather than strictly following rules.
Match the Proficient team member’s characteristics with their descriptions:
- Sees the big picture
- Uses intuition to guide decisions
- Adjusts based on past experiences
A) Can anticipate outcomes rather than just reacting
B) Recognizes patterns and context
C) Relies less on strict rules and more on judgment
1 → B (Sees the big picture → Recognizes patterns and context)
2 → A (Uses intuition → Can anticipate outcomes)
3 → C (Adjusts based on past experiences → Relies less on strict rules)
A senior Agile coach is mentoring a new Scrum Master. Rather than following a specific framework rigidly, they adapt their approach dynamically, offering insights and adjusting strategies based on the unique needs of the team.
Which stage of the Dreyfus Model does this describe?
Expert – Experts rely on deep intuition and fluid decision-making rather than predefined rules.
True or False: In the Katzenback and Smith Model, a Pseudo-Team appears to be a team but lacks a common purpose and does not collaborate effectively.
True – A Pseudo-Team does not work together effectively because members do not commit to shared goals or accountability.
According to Katzenbach and Smith, a Potential Team lacks ________, which prevents it from reaching full team effectiveness.
Discipline and commitment – Potential Teams recognize the need for collaboration but haven’t fully developed the discipline and commitment required to be effective.
A group of employees regularly meets to share updates but does not have shared goals or mutual accountability. Each person focuses only on their own work without collaboration.
According to Katzenbach and Smith, what type of group is this?
Working Group – A Working Group consists of individuals who exchange information but do not work toward a common goal or rely on each other.
Match the team type to its description:
- Potential Team
- Real Team
- Pseudo-Team
A) Functions as a team in name only, lacking commitment or collaboration.
B) Has begun working together but lacks full discipline or accountability.
C) Works toward a common goal with shared accountability and effective collaboration.
1 → B (Potential Team → Lacks full discipline and accountability)
2 → C (Real Team → Works toward a common goal with shared accountability)
3 → A (Pseudo-Team → Lacks real commitment and collaboration)
Put the following team types in the correct order of development, from least effective to most effective, based on the Katzenbach and Smith Model:
Potential Team
High-Performance Team
Pseudo-Team
Real Team
Working Group
Working Group → Pseudo-Team → Potential Team → Real Team → High-Performance Team
During the Forming stage of team development, team members are most likely to:
A) Experience conflict and struggle for leadership
B) Begin working effectively with high trust and collaboration
C) Focus on understanding goals, roles, and expectations while being polite
D) Hold each other accountable and work with minimal supervision
C – In the Forming stage, team members are getting to know each other, understanding roles, and avoiding conflict.
