The impact of the Abilene Paradox on double-loop learning in an agile team

McAvoy, John; Butler, Tom

doi:10.1016/j.infsof.2007.02.012

Cited by 37 publications

(31 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It has also been suggested that the social values embraced by extreme programming makes agile teams make ineffective decisions, which are contrary to those that the group members desire [41].…”

Section: The Field Of Agile Software Developmentmentioning

confidence: 99%

Empirical studies of agile software development: A systematic review

Dybå

Dingsøyr

2008

Information and Software Technology

1,918

1,234

View full text Add to dashboard Cite

Section: The Field Of Agile Software Developmentmentioning

confidence: 99%

Empirical studies of agile software development: A systematic review

Dybå

Dingsøyr

2008

Information and Software Technology

1,918

1,234

View full text Add to dashboard Cite

“…We employed a case study using participant observation in this study (Jorgensen, 1989). By observing participants, we could examine factors that would otherwise have remained concealed using other methods (McAvoy & Butler, 2007). Using this approach, we examine how we applied a layered approach to disaster recovery thinking to improve disaster recovery orchestration.…”

Section: Company Informationmentioning

confidence: 99%

Applying a Layered Framework to Disaster Recovery

Baham¹,

Calderon²,

Hirschheim³

2017

CAIS

View full text Add to dashboard Cite

“…A second problem is that the implementation of self-management is more than a cognitive change in management processes, involving profound changes in beliefs, values and behaviors [21]. These changes are complex, because they create defensive behaviors [3].…”

Section: Benefits and Challengesmentioning

confidence: 99%

A qualitative study of the determinants of self-managing team effectiveness in a scrum team

Monteiro

Silva

Santos

et al. 2011

Proceedings of the 4th International Workshop on Cooperative and Human Aspects of Software Engineering

View full text Add to dashboard Cite

There are many evidences in the literature that the use selfmanaging teams has positive impacts on several dimensions of team effectiveness. Agile methods, supported by the Agile Manifesto, defend the use of self-managing teams in software development in substitution of hierarchically managed, traditional teams. The goal of this research was to study how a self-managing software team works in practice and how the behaviors of the software organization support or hinder the effectiveness of such teams. We performed a single case holistic case study, looking in depth into the actual behavior of a mature Scrum team in industry. Using interviews and participant observation, we collected qualitative data from five team members in several interactions. We extract the behavior of the team and of the software company in terms of the determinants of self-managing team effectiveness defined in a theoretical model from the literature. We found evidence that 17 out of 24 determinants of this model exist in the studied context. We concluded that certain determinants can support or facilitate the adoption of methodologies like Scrum, while the use of Scrum may affect other determinants.

show abstract

The impact of the Abilene Paradox on double-loop learning in an agile team

Cited by 37 publications

References 54 publications

Empirical studies of agile software development: A systematic review

Empirical studies of agile software development: A systematic review

Applying a Layered Framework to Disaster Recovery

A qualitative study of the determinants of self-managing team effectiveness in a scrum team

Contact Info

Product

Resources

About