Coherence vs cohesion12/31/2023 ![]() ![]() They also tend to perform better (Evans & Dion, 2012), are better able to deal with stress and pressure (Salas, Driskell & Hughes, 1996). Organizational psychologists found that motivation is higher in cohesive groups (Beal et. But we obviously also find cohesive groups in the workplace. And a group of friends, or a family, can also be more or less cohesive. From sports fans who unite behind their team to religious communities. We see cohesive groups everywhere in life. That is the members like the idea of being part of their group and they self-identify as members of it. ![]() A group is considered cohesive when its members are attracted by the idea of their group (Hogg, 1992). So cohesion is described as a characteristic of the group, whereas coherence is described as a characteristic of the work that this group does.Ĭohesion - or social cohesion, esprit de corps, commitment - has been studied extensively by social psychologists. A bit further, it defines Sprint Goals as something that “creates coherence and focus, encouraging the Scrum team to work together rather than on separate initiatives”. How does the Scrum Guide introduce cohesion and coherence? It defines Scrum teams as “a cohesive unit of professionals focused on one objective at a time, the Product Goal”. With this series, we hope to contribute to more evidence-based conversations in our community and a stronger reliance on robust research over (only) personal opinions. Each post discusses scientific research that is relevant to our work with Scrum and Agile teams. This post is part of our “in-depth” series. We also translate scientific insights into practical applications, ready for use with your team. We also explore how these insights create a strong foundation for the Scrum framework. This post is an exploration of scientific insights that help us understand what coherence and cohesion are, and why they are so important. And there was no compelling reason why there should be. In those cases where it never did, we now realize that there wasn’t even a team to begin it. We’ve also been part of teams that didn’t. ![]() In our work with Scrum teams, we’ve been part of teams that had it. Do your Daily Scrums feel like a pointless ritual where everyone just lists what they’ve done yesterday, and what they do will do today? Does Sprint Planning feel like a waste of time because everyone only wants to know what they have to do? And does your Sprint Review consist of team members listing their individual accomplishments? If so, you are probably dealing with a complete lack of coherence and cohesion. ![]()
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