High Performing scrum team is a self-organized team
Understand everything as frequency or a collection of frequencies
“Waves are nothing but an interconnected set of particles and fields - hence frequencies which propagate periodically in space and time"
A beam is nothing but a collection of partial waves. Each partial wave being a unique frequency and wave number, interacts with other frequencies. This happens in a defined phase space (systemic boundaries).
As the beam moves in time and space, some frequencies coherently participate, energetically to form a high energy soliton, while others frequencies that are unable to keep in phase ( which have low velocity that depends on their frequency) with the higher energy partial waves, radiate (diffract) away. Read more here to know more on optical solitons and self-organization.
Agile frameworks : Natural alignment to cosmic intelligence
"we can simply borrow by just being aware of what we are and where we are."
Shifting domains, moving to project management and agile frameworks, one can understand why its easy for people in organizations to intuitively relate to agile principles and agile manifesto. For its natural alignment to cosmic design (adaptability via easy adoption, leanness, self-reference, self-influence, autonomicity, involvement, ...).
Further, to this we ourselves are also self-organizing, self-referencing systems with inherent power to heal, correct and adapt ourselves with surrounding nonlinearities.
While in Certified Scrum master trainings five years back and with a thesis in organisation, it was pretty easy to see the synonymity of the underlying "why's?" in agile models to what exists all around us. Agility demands adaptability by adoption in a system defined by the sentient beings (frequencies) forming the system. Perhaps this is the reason why agile frameworks are independent of functions (Human resources, engineering, operations, revenue, etc.) and even businesses (web site building or architecting a building,...)
Organizations who have been able to implement agile frameworks successfully (with its principles embedded into values - coming soon) have seen happier teams, happier customers and higher productivity for its natural alignment to our core needs of being autonomous and still be co-involved in shaping and influencing our ecosystem , of which we are a part.
High performing scrum teams behave as self-organized solitons
"A soliton is a self-reinforcing solitary wave packet that maintains its shape while it propagates at a constant velocity."
One can consider scrum team members as partial wave frequencies and phase space (or the ecosystem) the project constraints (cost, scope and timeline). The project is a temporary endeavour that brings together agents that need to work collaboratively as a team to meet defined and understood goals.
Let's consider some features (not comprehensive) of a great scrum team.
Manages their team composition. Can manage their own team composition. Whenever specific skills are necessary, they trigger the need, collaborate with other teams to discuss the opportunities of 'hiring' specific skills. Team members who are unable to meet the velocity may be given less impactful tasks.
Practice collective ownership. Understand the importance of collective ownership and look for innovative methods to encourage participation.
Knows how to give feedback. Understand that honest, clear, actionable, respectful feedback is important and that feedback process is continuous not waiting for a (retrospective) ceremony.
Spends time on innovation. They can sense the need for technical/architectural innovation and understand that its necessary to keep up with the rapidly changing environment and technology.
Maintains a continuous velocity. Understand their team productive capacity and once known and demonstrated, ensure a diligent cadence to velocity as a commitment. Team itself can look for methods to ensure a high velocity if it is slowing down.