Another h๐ฎ๐ฟ๐ฑ ๐ฝ๐ถ๐น๐น ๐๐ผ ๐๐๐ฎ๐น๐น๐ผ๐.. Humans aren't designed to multi-task
๐ง๐ต๐ฒ ๐ฝ๐ฟ๐ผ๐ฏ๐น๐ฒ๐บ
The agile manifesto advocates responding to change over following a plan. I believe this is an admirable aspiration, however too much change can be harmful;
How many times have you experienced any or all of the below pitfalls?
- Teams ๐ฎ๐ฟ๐ฒ๐ป'๐ ๐ฎ๐ฏ๐น๐ฒ ๐๐ผ ๐ณ๐ผ๐ฐ๐๐ due to regular priority change or outside interference
- Technical debt has built up to the point that ๐ฝ๐น๐ฎ๐ป๐ป๐ฒ๐ฑ ๐๐ผ๐ฟ๐ธ ๐ถ๐ ๐ฝ๐๐ ๐ฎ๐๐ถ๐ฑ๐ฒ to focus on bugs or live
incidents
- A build up of work in progress or things being ๐๐๐ฎ๐ฟ๐๐ฒ๐ฑ, ๐ป๐ผ๐ ๐ณ๐ถ๐ป๐ถ๐๐ต๐ฒ๐ฑ
All of the above can ๐ฏ๐ฟ๐ฒ๐ฒ๐ฑ ๐ฑ๐ฒ๐บ๐ผ๐๐ถ๐๐ฎ๐๐ถ๐ผ๐ป.
When we complete a task, we get a sense of closure. It's cathartic, and when achieved with a team, we get a hit of serotonin which can boost our mood. Constantly switching context or multi-tasking can prevent this.
๐ข๐ฝ๐๐ถ๐ผ๐ป๐ ๐ณ๐ผ๐ฟ ๐๐ผ๐๐ฟ ๐ฎ๐ด๐ถ๐น๐ฒ ๐๐ผ๐ผ๐น๐ฏ๐ฒ๐น๐
- ๐๐๐ธ ๐๐ต๐ฒ ๐๐ฒ๐ฎ๐บ - Explore together how they can reduce multi-tasking. Retrospect with them and seek to understand where they are currently feeling pain and what experiments they could try to reduce it.
- ๐ฆ๐ต๐ผ๐ ๐๐ต๐ผ๐๐ฒ ๐ถ๐ป๐๐ฒ๐ฟ๐ณ๐ฒ๐ฟ๐ถ๐ป๐ด ๐ต๐ผ๐ ๐ถ๐ ๐ณ๐ฒ๐ฒ๐น๐ - Play 'The Virtual Name game' with stakeholders to explore how it feels to be constantly context switching. You can find a video about this game here;
- ๐๐ป๐ฐ๐ผ๐๐ฟ๐ฎ๐ด๐ฒ ๐ช๐๐ฃ ๐น๐ถ๐บ๐ถ๐๐ & ๐๐๐ฎ๐ฟ๐บ๐ถ๐ป๐ด - Help the team to stop starting and start finishing. Introduce work in progress limits to prevent teams taking on too many items concurrently and invite them to 'swarm' around already committed work to focus on completing them. You may even wish to introduce a question to the daily standup which centres around 'How I can help my team complete our current commitments'
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