Logo PTI Logo FedCSIS

Proceedings of the 18th Conference on Computer Science and Intelligence Systems

Annals of Computer Science and Information Systems, Volume 35

Psychological Safety, Leadership and Non-Technical Debt in Large Scale Agile Software Development

DOI: http://dx.doi.org/10.15439/2023F8595

Citation: Proceedings of the 18th Conference on Computer Science and Intelligence Systems, M. Ganzha, L. Maciaszek, M. Paprzycki, D. Ślęzak (eds). ACSIS, Vol. 35, pages 327–334 ()

Full text

Abstract. Agile methods facilitate collaboration between multiple teams towards a shared objective. Nonetheless, working on large-scale projects with diverse teams can be challenging. It necessitates proactive approach to management, with a focus on team-building and creating psychologically safe work environment. This paper investigates the leadership role in creating a psychologically safe environment for Large Scale Agile (LSA) projects. We conducted semi-structured interviews with software professionals working on LSA project in a Scandinavian technology company, and thematic analysis was conducted to identify the parameters related to project leaders that enable psychological safety. The results shed light on the building blocks of a psychologically safe environment, and the reported cause and effect of psychological safety in the LSA industrial project. The findings suggest that a proactive management style is required to build a cohesive team in large projects with diverse teams and backgrounds.The paper also proposed future research directions.

References

  1. S. Beecham, N. Baddoo, T. Hall et al., “Motivation in software engineering: A systematic literature review,” Information and Software Technology, vol. 50, no. 9–10, pp. 860–878, 2008. https://doi.org/10.1016/j.infsof.2007.09.004.
  2. M. O. Ahmad and T. Gustavsson, “The Pandora’s box of social, process, and people debts in software engineering,” Journal of Software: Evolution and Process, 2022. doi.org/10.1002/smr.2516.
  3. P. Lenberg and R. Feldt, “Psychological safety and norm clarity in software engineering teams,” Workshop on Cooperative and Human Aspects of Software Engineering. pp. 79–86. 2018. http://dx.doi.org/10.1145/3195836.3195847.
  4. K. Dikert, M. Paasivaara, and C. Lassenius, “Challenges and success factors for large-scale agile transformations: A systematic literature review,” Journal of Systems and Software, vol. 119, pp. 87–108. 2016. https://doi.org/10.1016/j.jss.2016.06.013
  5. M. Kalenda, P. Hyna, and B. Rossi, “Scaling agile in large organizations: Practices, challenges, and success factors,” Journal of Software: Evolution and Process, vol. 30, no. 10, pp. e1954, 2018. https://doi.org/10.1002/smr.1954
  6. A. Edmondson, “Psychological safety and learning behavior in work teams,” Administrative Science Quarterly, vol. 44, no. 2, pp. 350–383, 1999. https://doi.org/10.2307/2666999.
  7. T. Gustavsson, “Team performance in large-scale agile software development,” in Advances in Information Systems Development: Crossing Boundaries Between Development and Operations in Information Systems, Springer, 2022, pp. 237–254.
  8. M. O. Ahmad, I. Ahmad, and F. Qayum, “Early career software developers and work preferences in software engineering,” Journal of Software: Evolution and Process, e2513, 2022. https://doi.org/10.1002/smr.2513
  9. A. Newman, R. Donohue, and N. Eva, “Psychological safety: A systematic review of the literature,” Human Resource Management Review, vol. 27, no. 3, pp. 521–535, 2017. https://doi.org/10.1016/j.hrmr.2017.01.001
  10. L. Delizonna, “High-performing teams need psychological safety: Here’s how to create it.” https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it
  11. U. Safdar, Y. F. Badir, and B. Afsar, “Who can I ask? How psychological safety affects knowledge sourcing among new product development team members,” Journal of High Technology Management Research, vol. 28, no. 1, pp. 79–92, 2017. https://doi.org/10.1016/j.hitech.2017.04.006
  12. Agile-Manifesto, “Manifesto for agile software development.” https://agilemanifesto.org/
  13. H. Edison, X. Wang, and K. Conboy, “Comparing methods for large-scale agile software development: A systematic literature review,” IEEE Transactions on Software Engineering, 2021. http://dx.doi.org/10.1109/TSE.2021.3069039
  14. T. Dreesen, P. Hennel, C. Rosenkranz et al., “The second vice is lying, the first is running into debt.” Antecedents and Mitigating Practices of Social Debt: An Exploratory Study in Distributed Software Development Teams, HICSS. 2021. http://dx.doi.org/10.24251/HICSS.2021.818
  15. J. R. Detert, and E. R. Burris, “Leadership behavior and employee voice: Is the door really open?,” Academy of Management Journal, vol. 50, no. 4, pp. 869–884, 2007. https://doi.org/10.5465/amj.2007.26279183
  16. A. C. Edmondson, R. M. Kramer, and K. S. Cook, “Psychological safety, trust, and learning in organizations: A group-level lens,” Trust and Distrust in Organizations: Dilemmas and Approaches, vol. 12, no. 2004, pp. 239–272, 2004.
  17. M. Baer and M. Frese, “Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance,” Journal of Organizational Behavior, vol. 24, no. 1, pp. 45–68, 2003. https://doi.org/10.1002/job.179.
  18. A. Carmeli and J. H. Gittell, “High-quality relationships, psychological safety, and learning from failures in work organizations,” Journal of Organizational Behavior, vol. 30, no. 6, pp. 709–729, Aug. 2009. https://www.jstor.org/stable/41683863
  19. I. M. Nembhard and A. C. Edmondson, “Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams,” Journal of Organizational Behavior, vol. 27, no. 7, pp. 941–966, 2006. doi.org/10.1002/job.413
  20. P. Hennel and C. Rosenkranz, “Investigating the “socio” in socio-technical development: The case for psychological safety in agile information systems development,” Project Management Journal, vol. 52, no. 1, pp. 11–30, 2021. http://dx.doi.org/10.1177/8756972820933057.
  21. M. A. Valentine and A. C. Edmondson, “Team scaffolds: How mesolevel structures enable role-based coordination in temporary groups,” Organization Science, vol. 26, no. 2, pp. 405–422, 2015. https://doi.org/10.1287/orsc.2014.0947
  22. O. A. O’Neill, “Workplace expression of emotions and escalation of commitment,” Journal of Applied Social Psychology, vol. 39, no. 10, pp. 2396–2424, 2009. doi.org/10.1111/j.1559-1816.2009.00531.x.
  23. B. G. Glaser, Basics of Grounded Theory Analysis: Emergence vs Forcing. Sociology Press, 1992.
  24. K.-J. Stol, P. Ralph, and B. Fitzgerald, “Grounded theory in software engineering research: A critical review and guidelines,” pp. 120–131. http://dx.doi.org/10.1145/2884781.2884833.
  25. S. Adolph and P. Kruchten, “Summary for scrutinizing agile practices or shoot-out at process corral!,” pp. 1031–1032. 2008. https://doi.org/10.1145/1370175.1370232.
  26. N. James and H. Busher, “Credibility, authenticity and voice: Dilemmas in online interviewing,” Qualitative Rresearch, vol. 6, no. 3, pp. 403–420, 2006.
  27. A. K. Kakar, “How do team cohesion and psychological safety impact knowledge sharing in software development projects?,” Knowledge and Process Management, vol. 25, no. 4, pp. 258–267, 2018. http://dx.doi.org/10.1002/kpm.1584.
  28. C. Verwijs and D. Russo, “The double-edged sword of diversity: How diversity, conflict, and psychological safety impact agile software teams,” arXiv preprint https://arxiv.org/abs/2301.12954, 2023.
  29. A. Carmeli, D. Brueller, and J. E. Dutton, “Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety,” Systems Research and Behavioral Science, vol. 26, no. 1, pp. 81–98, 2009. https://doi.org/10.1002/sres.932.
  30. J. H. Gittell, “A theory of relational coordination,” in Positive Organizational Scholarship: Foundations of a New Discipline, K. S. Cameron, J. E. Dutton, and R. E. Quinn, Eds. San Francisco: Berrett-Koehler Publishers, 2003, pp. 279–295.
  31. J. H. Gittell, “Relational coordination: Coordinating work through relationships of shared goals, shared knowledge and mutual respect,” in Relational Perspectives in Organizational Studies: A Research Companion, pp. 74–94. 2006. http://dx.doi.org/10.1002/9781118785317.weom110025.
  32. W. A. Kahn, “Psychological conditions of personal engagement and disengagement at work,” Academy of Management Journal, vol. 33, no. 4, pp. 692–724, 1990. https://doi.org/10.2307/256287.
  33. A. Alami, M. Zahedi, and O. Krancher, “Antecedents of psychological safety in agile software development teams,” Information and Software Technology, 107267, 2023. doi.org/10.1016/j.infsof.2023.107267.
  34. A.C. Edmondson, and Lei , Z. Psychological safety: The history, renaissance, and future of an interpersonal construct . Annual Review of Organizational Psychology and Organizational Behavior 1(1), pp: 23–43. 2014. https://doi.org/10.1146/annurev-orgpsych- 031413-091305
  35. B. Boehm, R. Turner. Management challenges to implementing Agile processes in traditional development organizations. IEEE Software. 2005. 22(5): 30–39. https://doi.org/10.1109/MS.2005.129
  36. I.M. Nembhard, and A.C. Edmondson. Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of organizational behavior 27 ( 7 ): 941 – 966. 2006. https://doi.org/10.1002/job.413
  37. K.A. Jehn, and E.A, Mannix. The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal 44 (2): 238 – 251. 2001. https://doi.org/10.2307/3069453
  38. S. Thorgren, and E, Caiman. The role of psychological safety in implementing agile methods across cultures. Research-Technology Management, 62(2), 31-39. 2019. https://doi.org/10.1080/ 08956308.2019.1563436
  39. Detert, J. R., & Burris, E. R.. Leadership behavior and employee voice: Is the door really open?. Academy of management journal, 50(4), 869-884. 2007. https://doi.org/10.5465/amj.2007.26279183
  40. Alami, A., Krancher, O., & Paasivaara, M. The journey to technical excellence in agile software development. Information and Software Technology, 150, 106959. 2022. https://doi.org/10.1016/j.infsof.2022. 106959.