In any collaborative environment, establishing clear expectations for behavior is crucial to maintaining a productive and harmonious team. This is where working agreements come into play. These agreements are essentially a set of guidelines or norms. They set expectations for behaviors, decision-making, conflict resolution, and accountability, helping to prevent misunderstandings and manage conflicts effectively.
Types of Working Agreements
Working agreements can vary depending on the context and needs of the team. Here are a few common types:
- Event Agreements: Guidelines specific to particular events or meetings.
- Learning Agreements: Norms for how team members will engage in learning and development activities.
- Team Agreements: Broader norms and behaviors that govern the overall functioning of the team.
The primary goal is to provide clarity and consistency in how decisions are made, conflicts are handled, and accountability is maintained. Importantly, it is the responsibility of the entire team to uphold these agreements.
When and Where to Create Working Agreements
Working agreements should be developed when forming a new team, but they are not a one-time exercise. They should evolve based on the team’s current needs and dynamics. Typically, these agreements are established when a team is formed, or there are changes to a team – and revisited when a new team member joins – to incorporate new perspectives and maintain alignment.
The agreements don’t have to be overly formal.
You can start with something as simple as sticky notes, a whiteboard, or a screenshot of your brainstorming session.
Focus on the positive, keep it flexible and update as needed.
Creating Effective Working Agreements
The key to effective working agreements is to focus on the positive and maintain flexibility. Here are some example details of elements that might be included:
- No Multitasking: Ensuring full attention during meetings.
- Webcams On: Promoting engagement and accountability.
- Constructive Conflict: Defining what healthy conflict looks like.
- Response Norms: Guidelines for communication, such as urgency and handling emails after hours.
- Weekend Policy: Don’t get to the weekend angry”. Aiming to resolve conflicts before the weekend, such as using a “That didn’t sit well with me” box.
Considerations such as time zones, collaboration preferences, and focused work hours (e.g., heads-down time) should also be part of the agreement. It’s important to outline what self-management and self-organization look like and what values are prioritized.
Handling Violations of Working Agreements
If a working agreement is violated, it’s important to address the issue constructively:
- Speak Individually: Start by discussing the issue with the individual directly to understand their perspective.
- Revisit the Agreement: If violations are consistent, it may be necessary to revisit the agreement to make it more feasible for the team.
- Protect Team Practices: Working agreements also help protect the team’s way of operating within the larger organization.
The Advantage of Working Agreements
While working agreements are not mandatory, they offer significant advantages. Think of them as a tool to prompt discussions and prevent conflicts before they arise. They are living documents that should be continuously updated and refined. The whole team shares responsibility for maintaining these agreements, not just one person, such as a scrum master.
Working agreements are a vital tool for fostering a collaborative and efficient team environment. By establishing clear norms and expectations, teams can navigate challenges more effectively and maintain a positive and productive working relationship.