This is the strategy I use ( apart from being a really good psychologist and
all those things you have already mentioned).
1-*Use the intelligent question "Why not?" "* ( It is proven by studies it
Anita: *"Let us use the planning poker technique and do relative size in
points which is a proven way to do things in a productive way"*
Martin: *"No, no, no, it does not work"*
*2 Get on his/her side*
and you say peacefully and quiet
Anita:* "Why not Martin? Did you have any problems, I heard people having
problems, to be honest. What do you think we should do?"*
( At this point, you are on the same side of the river "What do you think *WE
WE* should do", but the problem is there to be investigated by Martin )
Martin *"Well, we tried it and it did not work."*
Anita *"What should we do then, Tell me your experiences, I want to learn
( Then, Anita asks more questions to really understand why it did not work )
*3-Make references to forums, books, studies, conferences, and ask him to
find documentation why it did not work ( in a nice way )*
Anita: "Really?!, I understand, I understand. I will tell you something. why
do not we spend five minutes doing some research on proven cases and do some
reading. Let us google if you like, maybe we have to exactly define what
story points and planning poker mean, let us check some forums, books,
studies..., if we find documentation which says it does not work, maybe we
will have to do some different proven technique.
*4- He did not fail*
By saying this "*maybe we have to exactly define what story points and
planning poker mean*", he will not think he failed.
Once you he finds proper articles...
Anita: *"Maybe you can apply this in a different way, I am sure you are
intelligent enough to get different results"*
( never mention succeed or failing, this is just a different way to get
different results )
From now you tactfully are making him think in another way. The developer
will not say no to reading ( I hope ), and I am sure that he will understand
more when he does his own reading.
*There is not war of feelings, no failing, no succeeding, I am going to do
things in a different way.*
This way you do not create a war, and he will not think he failed ( as I
said earlier )
( I make the mistake once of saying "You did not make it work!!" --> wrong,
we want to be on the same side of the river)
Hope that helps. ( I will add this to my blog )
Anita, LET US KNOW !
On 17 November 2010 07:35, Kevin Shine <kevsh...@gmail.com> wrote:
> Instead of thinking of getting people to buy-in (like you are selling
> something and they should buy it), try to think of trying to get people to
> enroll in the process. There is a big mind shift between these 2 thinking
> approaches. One is collaborative and cooperative and the other is more
> command and control.
> The bottom line is developers are sick of people trying to sell them
> something, and they believe that they know the best way of doing something,
> as they are doing the work. ....that's not so far from the truth.
> You need to find a way of becoming part of the team and get them to see you
> as a servant of the team rather than a controller. That's not going to be
> easy because of everything that's happened to them in the past.
> The bottom line is you need to let them know that they are in control and
> you are simply an advisor.
> Advising people and letting them come to their own conclusions is way
> different from telling them what to do.
> From my experience, depending on the people involved the transformation I
> am talking about can take months or over a year to achieve.
> "You canít force change on people. Instead, show them how the future might
> be and help them participate in creating it."
> On Tue, Nov 16, 2010 at 2:51 PM, Anita <dabaile...@gmail.com> wrote:
>> I really need some advice. On my current project with an oil and gas
>> client in Houston, I am having extreme difficulty from the developers
>> on my team. Most of them having never used any software development
>> process. In their previous projects (4 of them), they were given
>> requirements, put in a room, and then developed code on their own.
>> There is one developer, the 5th, who worked at another oil and gas
>> company for 2.5 years. He knows the Scrum process used at Chevron.
>> That former oil and gas developer joined the project about 3 weeks
>> ago. I joined the project about 1 month after the development start;
>> I've been on this project for about 2 months. I was hired to act as
>> the ScrumMaster for the development process.
>> All of the developers are VERY combative and VERY unprofessional and
>> VERY rude. I have tried different ways and hybrids to buy-in from the
>> team on a process that will work for this project. They say that they
>> want to use Scrum, but they for some reason are they are behaving this
>> The team completed a phase 1 implementation using a hybrid approach.
>> However, for this next phase, due to the amount of detail in the
>> requirements and backlog, the Scrum process needs to improve.
>> Have you ever experienced this? How have you implemented Scrum in
>> such a difficult environment?
>> Any guidance and advice you have is GREATLY appreciated.
>> You received this message because you are subscribed to the Google Groups
>> "Scrum Alliance - transforming the world of work." group.
>> To post to this group, send email to email@example.com.
>> To unsubscribe from this group, send email to
>> firstname.lastname@example.org<scrumalliance%2Bunsubscribe@goog legroups.com>
>> For more options, visit this group at
> You received this message because you are subscribed to the Google Groups
> "Scrum Alliance - transforming the world of work." group.
> To post to this group, send email to email@example.com.
> To unsubscribe from this group, send email to
> firstname.lastname@example.org<scrumalliance%2Bunsubscribe@goog legroups.com>
> For more options, visit this group at