You've probably heard of Theory X, Theory Y, and Theory Z management styles. Even though we've run out of letters at the end of the alphabet, it's time for a new management theory for self-organizing agile teams. Esther Derby examines what parts of a manager's job stay the same and what parts diminish as the team manages its own work. She discusses the new roles for managers in agile organizations: team coach-creating an environment for success and helping the team improve their teamwork; team champion-helping the team interface with the rest of the organization; boundary manager-keeping distractions at bay and making sure the team has what it needs; risk manager-anticipating and mitigating risks; and organizational influencer-looking across the organization and removing impediments. Although your role as manager changes as you embrace agile practice, there's plenty to do. Plus, it's even more fun!

Cognitive scientists have identified several influence strategies that can be used to more effectively convince others to see things your way. Agile developers face a host of encounters with “disbelievers” and must find ways to work together. Often, the only tool at hand is a logical argument-bullets on a PowerPoint slide or a step-by-step explanation. Unfortunately, these are rarely successful because convincing others really means appealing to their subconscious motivators rather than speaking to their rational, analytic side. Linda Rising introduces powerful strategies you can use to influence others and suggests ways you can incorporate them into your approach to agile development.

The phrase "working together" is based on a team collaboration metaphor. However, Stacia Broderick and Lee Devin have found that most teams don't actually collaborate-rather, they consist of modular parts that are steeped in competition and oriented to reward the "stars." Stacia and Lee use a metaphor drawn from theatre art, a form of group work that requires collaboration, encourages interdependency, eschews competition, and emphasizes the project rather than any particular member of the group. Going from simply "working together" to "innovating collaboratively" requires a quantum shift in our thinking about teamwork. This is not a "techniques" workshop--in the kind of work they advocate, there are no quick fixes. However, Stacia and Lee introduce a frame of mind that's necessary if a person or group wants to break out of the box of conventional teamwork.

Agile teams are encouraged to act collaboratively and make decisions as a team. And yet, some decisions must occur outside of the full team's consensus. For example, business or product owners ultimately must set their value and priority decisions even though they need to negotiate with the delivery team. Jean Tabaka explores the variety of decision modes and roles that are required for agile teams while they still maintain a high degree of trust and safety. Learn why agile teams rely so heavily on good decision-making. Discover consensus-driven decision making--what it is and when it can be applied. Find out about other decision modes available to effective agile teams and the roles involved in making great decisions. Jean shares some practical tips on how agile teams can keep their meetings decisions- and results-focused.