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Lately, I’ve been listening to podcasts on my commute and while at the gym. The InfoQ Engineering Culture podcast is probably my favourite one so far.

The last episode I heard was Diana Larsen on Organisation Design for Team Effectiveness and Having the Best Possible Work-Life. The show notes are fantastic, but I thought I’d jot down the points that particularly resonated with me.

Every team needs a purpose

The boundaries of the work are important. Not feature scope, but “what kind of work are we doing?”, and “how is it unique?” The agile teams I’ve been on had a purpose, but the boundaries were only loosely defined. This resulted in unexpected work landing on our plate, because it seemed like it didn’t belong there the least, which was as awkward as it sounds. This has the effect of diluting the team’s focus, making it possible for every member to push in different directions.

A group of people need to build some mutual history to become a high performing team

Shared experiences bring people closer together. It makes a lot of sense, which is why it’s so surprising that teams are often expected to rush through the Forming, Storming, and Norming phases without being able to first, you know, ship something together.

This history can be built quickly when responding to a crisis

This makes me wonder if the most effective time to spin up a team is when there’s an urgent business problem requiring attention. Is there an equally-effective way to start a team with longer-term or less-visible deliverables?

Software is learning work – typing is not where the work gets done

Right, so why do I feel guilty about spending office time learning? There’s a constant sense of urgency in a business (especially a small one, I think) to ship, and pausing to learn seems to work against that goal. I don’t want to read every tech book that’s relevant to my work before writing any code, but also want to be able to spend time digesting information before rushing to apply it.