Scrum is based on Empiricism, but what does that mean? Empiricism means that we should make decisions based on what is known. To do that, we must admit - even to ourselves - that not everything can be known.
It's an important shift in the way we think about value delivery. This shift is necessary because Scrum is used in complex environments, where less is known than unknown. We can't simply punch a button and value is delivered. Instead, in complex environments, we must apply knowledge to solve complex problems.
Scrum employs empirical process control, providing a framework for knowledge workers to collaborate effectively and deliver value.
Scrum can't eliminate complexity. Instead, Scrum can help teams deal with complexity effectively. Scrum implements Empirical Process Control - or Empiricism - to help teams tackle complex problems.
The three pillars of Empiricism are transparency, inspection, and adaptation.
Transparency means the work processes and outcomes are visible to those doing the work and to those receiving it.
Inspection means that progress and processes must be inspected frequently
Adaption means that it is ok to change direction.
Empiricism requires trust
It sounds great - and it is. But it requires trust. It means that Developers must be comfortable sharing progress. It means that the organization needs to be ok with changing direction if something isn't working. It requires vulnerability, too, because we are admitting that perfect foresight is not possible and certainty in complex environments is an illusion.
Here are five ways lack of trust can derail a Scrum team.
1. Overreliance on Metrics: In environments where trust is sparse, managers might lean heavily on quantifiable metrics like team velocity. This often stems from a fear that without strict oversight, team members won't work effectively. Ironically, this focus on velocity as a measure of productivity can lead team members to prioritize speed over quality, leading to poor customer outcomes. The real essence of Scrum—to deliver substantial value through customer-focused outcomes—gets lost in translation.
2. Underreporting of Impediments: A classic symptom of a trust-deficient team is the reluctance to discuss real and potential impediments. Team members may fear admitting to obstacles, concerned about appearing incompetent or unproductive. This withholding of critical information prevents the team from taking collective action to address and navigate challenges, stifling both personal growth and project progress.
3. Dishonesty about Progress: Similar to underreporting impediments, a lack of trust can lead team members to present an overly optimistic view of progress. This misrepresentation stems from a fear of blame and retribution. When teams are not open about their true progress, it hampers the team’s ability to inspect honestly and adapt effectively, leading to surprises at sprint reviews and potentially, project failures.
4. Resistance to Experimentation: Without trust, the willingness to try new approaches or innovative solutions diminishes. Team members may fear that suggesting or embracing change could be seen as an admission that previous methods were flawed. This aversion to experimentation restricts the team’s ability to evolve and find more effective solutions, ultimately hindering their capacity to deliver enhanced value to customers.
5. Silenced Voices: In a low-trust environment, quieter team members or those less confident may feel particularly vulnerable to judgment or criticism. This can lead them to withhold their insights or feedback, which might otherwise help to refine processes or improve product quality. The team loses out on diverse perspectives, which are often the bedrock of innovative solutions in complex projects.
Conclusion
The consequences of a trust deficit are clear: without trust, transparency becomes a an illusion, inspection a superficial exercise, and adaptation a road seldom taken. For teams embroiled in such dynamics, the focus shifts from thriving in complexity to merely surviving in fear.
To cultivate a high-trust environment, leaders and team members alike must commit to open communication, foster a culture of mutual respect, and celebrate both successes and learning experiences from failures. Only then can a Scrum team fully harness the power of empiricism and deliver solutions that genuinely meet customer needs. Trust is not just a nice-to-have; it’s the very essence that makes or breaks the Agile promise.
Comments