Sometimes, people feel so busy that they believe it's easier to muscle through a project. In the long run, that may not actually save time or yield the best results. How can you gain favor internally to give this a go?
It may not be necessary for a whole company to adopt the Atlassian Team Playbook philosophy, at least not from the get go. If you introduce health monitors alone to your team for example, that might be game-changing for your team. Perhaps that practice spreads to others and the rest of the organization might follow. Or not. It's possible for individual teams to benefit from the Playbook without an entire organization mirroring that same practice.
Of course, there are benefits to a whole organization bettering itself through the same practices. There can be team composition changes and general staff turnover, but a philosophy can permeate a culture that changes the overall output of an organization. Beyond adopting the Playbook in a rolled out fashion, getting senior leadership buy-in can be helpful. You can invite key influencers to health monitors or plays or even have them run sessions themselves (you don't have to be on a team to facilitate a health monitor or play). Seeing the impact for themselves might turn these influencers into evangelists for other parts of the organization. Sharing results in other ways, like writing a blog article or inviting others as observers or shouting out facilitators during town halls, can generate buzz enough for others to try the Playbook as well.
Megha from the Atlassian marketing team was among the first in her department to participate in a Health Monitor, and shared her story on the Atlassian Blog: "Stopping team dysfunction before it starts."
Most companies that have been around for a while are poorly adapted for the knowledge economy, and even less so for today's "creative economy", where your ability to add value is limited only by your...
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