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The Bad Apple Effect: How Negativity Can Sabotage Teams’ Performance

Scrum.org

This led me to explore any published research on how negativity impacts teams, which is when I came across a 2006 study known as the " Bad Apple effect ". These figures demonstrate how powerful and damaging the influence of a single person can be on overall team performance.

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Practical Fibonacci: A Beginner's Guide to Relative Sizing

Scrum.org

I have little experience or high time pressure; therefore, the estimate is influenced. 2006, Jørgensen and Grimstad). All team members vote­–without being influenced by other team members. I know how to do it, so the size reflects my experience versus how complex the ask. The anecdote to ambiguity is agility.

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Why Great (Scrum) Teams Have A Mind Of Their Own

Scrum.org

What team cognition is and how substantial its influence is on the effectiveness of teams according to large-scale research efforts. Butler et al, 2006, Tolin, 2010) are based on this approach (Cognitive Behavioral Therapy, CBT). The influence of shared mental models on team process and performance. as often as you want?—?or

2010 231
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In-Depth: What a Social Systems Perspective Teaches us About Change

Scrum.org

Recognize how much of your thinking is still subtly influenced by a mechanical perspective in organizations . like network patterning, mood, safety, social contact and social influence?—?than Morgan (2006) explores the roots of this mechanical perspective?—?or Morgan (2006) draws attention to its deeply reductionist nature.

2012 184
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In-Depth: How Easily Biases Distort What We Believe (In The Workplace)

Scrum.org

Initially coined by cognitive psychologist Lee Ross (1977), it happens when people underestimate the influence of the situation on the behavior of others while overestimating the influence of their personal traits and beliefs (Berry, 2015). Precision of the Anchor Influences the Amount of Adjustment, Psychological Science, 19(2), pp.

2015 230
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In-Depth: How Scrum Motivates Teams Through Goals And Autonomy

Scrum.org

We are still so embedded in the leftovers of the mechanical perspective that originated during the Industrial Revolution, that it takes time to adjust our eyes and see beyond structure (Morgan, 2006). Its earliest members, like Herzberg, started to investigate how the psychological processes of workers influenced their motivation.

SCRUM 209
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In-Depth: Stable Or Fluid Teams? What Does The Science Say?

Scrum.org

Kozlowski & Ilgen (2006) describe this reciprocity as “process begets structure, which in turn guides process”. Wang et al (2006) studied software teams tasked with ERP implementations and found that cohesive teams performed significantly better than less-cohesive teams. In turn, this facilitates further collaboration. Bradley et.