This entry is a part of Facilitator's Advent Calendar.
In a software development process called Scrum, there is a Scrum Master. Scrum emphasizes trust between team members and though it, they create values in collaboration, search for the best possible outcome sometimes with a conflict, and aims for team's growth and success of the product. Scrum Master's job is to remove frictions in communications, point out obvious violations from Scrum's rule (there are very few rules), and commit to the team so that they can achieve the best performance in a given situation. Being a facilitator is not enough to become a Scrum Master, Scrum Masters often play facilitator roles.
In the published ScrumMaster pattern, Scrum Master has at least 8 functions.
- CATALYST: In order to ensure that the high amount of collaboration needed for Scrum to succeed happens.
- The ScrumMaster keeps the team adhering to their DEFINITION OF DONE by taking on the role of DONEMASTER.
- SHEEPDOG: Continually encourage the team follow its processes; watch for and correct deviations.
- The ScrumMaster can become the KNIGHT OF THE MIRRORS, reflecting the team's behavior back to them so that they understand their strengths and weaknesses.
- COACH: Challenge the team to improve, and give advice on how to improve.
- CHEERLEADER: give the team encouragement and positive feedback.
- FIREWALL: protect the team from unnecessary external distractions.
- The ScrumMaster may also help the PRODUCT OWNER become more effective, assuming the role of PRODUCT OWNER TRAINER.
Among the list, Catalyst and Knight Of The Mirror is the place where Scrum Master and facilitator cross. Scrum Master facilitates meetings (in Scrum, they are called events or ceremonies.) A team new to Scrum is not familiar with Scrum meetings, so an experienced Scrum Master usually guides through them. Scrum Master is responsible not only the agenda but also energizing discussions, exposing diverse opinions, and to keep time boxes.
At the same time Scrum Master facilitates the growth of the team. For example, usually daily standups are the first meetings which team receives the responsibility to run a meeting by themselves. At first Scrum Master guide the meetings and dictate what to talk about. Once team understands why and how to run the meeting, Scrum Master stands back to let team do by themselves. Sooner or later, team will run other meetings also. Scrum Master might help facilitating, or might leave the team do it 100%.
Outside meetings, there are live communications and discussions everywhere in and around any Scrum teams. Scrum Master watch them carefully and grasps the direction teams are going, notices strong and weak points, or finds potential problems. While Scrum Master facilitates and helps the communications, it's also Scrum Master's job to let the knowledge transparent to the team so that the team understand their behavior clearly. When team have a problem which they cannot solve by themselves, Scrum Master helps.
On the other hand, the team is getting better and better at those communications with suggestions from Scrum Master. The relationship between the team and stakeholders get stronger. That means Scrum Master will have fewer and fewer things to point out, though the observation continues. Problems (or impediments) will be shifted from inner-team to outer-team.
These are only a few examples to show that Scrum Master as facilitator has two roles; one is to facilitate a Ba, the other is to let the team absorb the first role. Meetings, communications, problem solving, they are all managed most effectively when managed by the team. While it is satisfying to be pleased by providing values and effects from Scrum Master, Scrum Master should never bind the team with them, even with good will.
It is said that the ultimate goal of Scrum Master is that the Scrum Master is no longer needed. Scrum Master, working with the team, doing the best to support the team, becomes honorable useless when the team absorb Scrum Master's methods, techniques, and even ideologies. It won't happen soon, will be difficult even after enough time. Yet it must be something any Scrum Master should have in mind.
My way of doing so is, not to do, not to say. It requires patience. Sometimes get blamed. Perhaps it backfires. Still, I believe they can think and speak and act and achieve better without my interference. Even if they fail, I believe they will learn from it. A Ba can provide experience to the people. But learning and growth happen beyond a single Ba. Facilitators are said, well, they facilitate. Facilitating a long term growth is also part of the facilitator's scope, or so I think. Anyway it's easier to replace the idea of "They can attain the best when left themselves" with "I won't be much of help to them anyway!" And latter's more realistic.
With the idea in my mind, I provide not much of help, but sometimes a bit of help, so that the speed of learning from failures can be maximized. That is the way toward the uselessness, perchance.
Thank you for reading so far. Gaoryu-san, or id:DiscoveryCoach, invited me for this year's Facilitators Advent Calendar. I want to express my thanks for the invitations and the interesting chance to write about my view of facilitator.
