Many articles and training courses on Agile often use an image or video of a racing team’s pit stop as an example of effective teamwork. In a matter of seconds, a team of mechanics swiftly changes a race car tires. This procedure, known as a pit stop, seems to perfectly illustrate an Agile team’s work when a small group of professionals collaboratively achieves a common goal by synchronously completing their tasks, which is to quickly change all four tires and get the car back on the track as fast as possible.
However, I’ve always had hesitations about this analogy. At first, it was an irrational doubt – I felt that something didn’t quite add up, but I couldn’t pinpoint what it was. Over time, as I gained experience working with teams, I understood why using this analogy to explain the importance of teamwork might not be the best idea. It may seem like a minor issue, an inaccurate metaphor while explaining undeniably valid principles. But could it be harmful? Let’s explore.
Why do we need teams and teamwork?
The mere fact that people are put together doesn’t automatically make them a team. Building a true team of professionals is a challenging, time-consuming, and costly process. Companies invest time and resources in team formation for one primary reason – to achieve a synergistic effect. When a small group of people comes together to pursue a common goal, the team’s effectiveness can surpass the sum of individual achievements. However, to achieve this, people must be trained to work as a team.
How does teamwork differ from working in a group?
The main difference lies in the focus and level of uncertainty. A team is focused on achieving a shared goal rather than individual tasks. At the outset, the team may not have a complete understanding of how exactly the goal will be achieved and what specific tasks need to be performed. Communication and collaboration become the team’s priority to navigate through high uncertainty successfully and achieve the goal.
On the other hand, if a group of people has a straightforward and clear goal, with each individual having their own tasks to complete, coordination and synchronization of efforts come to the forefront. In low-uncertainty situations, each participant merely needs to perform their task as efficiently (and quickly) as possible without impeding others.
Doesn’t this sound familiar? It looks similar to the way a team of mechanics operates during a race! It’s all about well-coordinated work on individual tasks with clear instructions. Another essential detail: when something goes wrong for one of the mechanics during a race (a jammed nut, as an example), the entire team wouldn’t rush to help. Everyone stays in their position even after finishing their work. Only those designated to assist in emergencies provide aid.
It is this difference in focus that we lose if we try to explain the work of an Agile team through the metaphor of changing wheels in a race. And people who get such an explanation will leave with a distorted vision of teamwork and further transfer this vision to their colleagues and subordinates.
Teamwork in Agile is above all communication, interaction and co-operation when working under conditions of uncertainty, and not just coordinated automated execution of a clear set of individual tasks. It’s essential not to forget this difference.
And if we are looking for a metaphor to illustrate this, I am more comfortable with a special forces unit carrying out a mission in the enemy’s rear.
Do they have a goal? Undoubtedly!
Do they have a plan of action and individual tasks? Most likely, yes.
Is their plan entirely precise? Probably not.
In this scenario, individual tasks matter because one soldier’s mistake could jeopardize the entire operation. However, the focus is on collaboration because uncertainty is high, and only by acting together they can succeed, adapting to changes along the way.
In conclusion, while searching for an illustrative metaphor, the special forces analogy resonates more with me as it captures the essence of Agile teamwork – communication, collaboration, and adaptation in the face of uncertainty.