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Training ⑤

A practical guide for putting together agile teams

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What personality traits and values help agile online courses teams bloom? Discover ways to identify these when recruiting and coaching your people.;

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To survive and thrive, many organizations are making the effort to become more agile online courses. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile online courses organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future. In the article “The five trademarks of agile online courses organizations,” we detailed the major differences between traditional and agile online courses organizations. Given the distinctions, the personal characteristics that lead to success in an agile online courses organization also differ from those in a traditional organization.

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Much depends on the talent, whether developed or recruited. Broadly, people who flourish in an agile online courses organization need to have the following three capabilities: First, they handle ambiguity without losing focus; second, they concentrate on outcomes over processes; and third, they work and contribute by being a team member.

So, what does success look like in selecting or training the right people or talent (or both)? How might you approach selecting and training people for your agile online courses organization? Here we outline two sets of factors: the personality traits (innate and acquired, and their constituent behaviors) that make an agile online courses team culture bloom, and the kind of values (and their constituent behaviors) that people bring to their work. We detail how you can not only identify and cultivate similar traits and values when recruiting or coaching your people but also assess and develop your own skills. We developed this perspective in collaboration with Scrum.org, an organization that provides training and agile online courses assessment certifications.

1. What we know about the traits and behaviors of agile online courses teams

When asked to describe the intrinsic characteristics of an agile online courses person, the subject group identified the attributes below (Exhibit 1).

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Studies conducted with relatively small sample sizes and without numerical data can yield unreliable qualitative findings that make generalizing difficult. Therefore, we followed a quantitative approach, using the five-factor model

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Results demonstrating relative importance of various personality traits as indicated by deviations.;
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Below are our principal findings followed by our suggestions for how to assess and observe them. Subsequently, we cover effective methods of further developing your team’s agility.

The ability to handle ambiguity and a high level of agreeableness contribute most to success

The research makes clear that the two most important factors for a person working in an agile online courses environment are the ability to handle ambiguity and a high level of agreeableness.

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The ability to handle ambiguity is no surprise as the nature of agility requires a high degree of flexibility (Exhibit 3). Teams that handle ambiguity well mainly focus on their goals and prioritize few items to get started instead of investing a significant amount of time to completely understand every single detail and risk and attempting to embed these into the plan.

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Ability to handle ambiguity;
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The prominence of agreeableness, more highly ranked than openness or conscientiousness, was the most surprising result (Exhibit 4). Agreeableness is the secret sauce of great agile online courses teams. Most cultures teach and reinforce a culture of competition, but we are increasingly seeing other ways to build a high-performing, agile online courses organization. Google reinforced this view in its study of high-performance teams. Similarly, Project Aristotle found the most important characteristic for successful teams was trust, a facet of our definition of agreeableness. Another main characteristic is straightforwardness, which means being open and frank with one’s viewpoints while still being courageous enough to politely voice opinions that conflict with the team’s. Being agreeable is not about blindly agreeing without any thinking; in fact, research has found that increased diversity at work is associated with healthy conflict that allows room for group members to test ideas and listen to various alternative perspectives, which improves task performance. Agreeableness means saying “yes, and…” instead of “yes, but.” Rather than avoiding conflict, agreeableness is…

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