Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol[2] to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said „no“ to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected to offer a better idea. If too many people say „no,“ the applicant should consider withdrawing the proposal. In the case of Steve`s team, after 20 minutes, the team has its first working agreements: after a few rounds of proposals, if there is no consensus on a specific point, you go further — you cannot reach an agreement in this area at this time. Consider revisiting the issue when employment contracts are discussed next time. Faced with friction between some members of the team, he opted for a 1-2-4 model[3] to discuss possible agreements. The goal of this model is to ensure that everyone has a voice in this process: at the end of our fiscal year, the result was clear, people liked it, and now we are ready to live these agreements and share them with new employees. We will do this often and we will adapt as our business grows, in line with our mission of „form shifting“ and continuous adaptation in companies. The ScrumMaster is the custodian of employment contracts, but the whole team has a responsibility to question if someone breaks the agreement. As the work agreements have been agreed by the team, the perception of personal attacks and confrontations is eliminated.

In the spirit of transparency and continuous improvement, team members should review employment contracts from time to time and ask, „Should they be updated?“ My first experience in team launch came while I was working alongside Joe Justice. He taught me everything about building a team, creating a work agreement and get on the right foot. Since then, I`ve created dozens of teams and I`ve constantly optimized the process to make it better over time. Divide groups of more than five people into subgroups. In my experience, it is easier to reach an agreement on small groups first and then put them back together. I found this exercise interesting by Bob Fischer on team agreements. Here, it is converted and adapted to a simpler and more feasible „Guide“ format. Once all points have been discussed and voted on, check with the team for all points that are now included in the „Teamwide Agreement“ column and accept that this is the resulting team agreement. All sprints should update the labour agreement, often through a retrospective review and a question such as: „Are these still our work agreements? What do we want to update? What are the areas that require new agreements? Ask participants to write (on a post-it note) a sentence with the phrase „You can count on moi_____“ that should be complemented by a behavior/standard that they believe should be a team agreement. The last sections, 9-10, are particularly important because we want to create a values-based culture.

Scrum values anchor our culture, but we need to broaden our minds to include those of our company and our team. Honesty, for example, is essential to Scrum`s success, but it is not a fundamental value.