Let's not forget that these indicators are used to improve our product and our practices, not to put teams in competition or to find culprits. Let's also not forget that an indicator can be manipulated and that its relevance depends on those who maintain it.
If people think they can be penalized by this indicator, then they may activate their survival instinct and look for the shortest path to have "green" indicators. And you might be surprised at the evil ingenuity some people can have to hack them and hide the reality!
? One idea to build psychological safety in your teams could be to take a step back sweden telegram data from what these indicators show. Rather than rewarding or penalizing an individual or a team based on what the indicators show, let's instead reward the behaviors that result from them. Do they regularly challenge their indicators? Do they take improvement actions if indicators tell them that they are not progressing towards their objectives? Are they reactive when a problem arises? Do they know how to question themselves and evolve for the good of the product? Do they work as a team? This will have a much better long-term impact on our product.
Having done this, communicating about the purpose of these indicators and how we are going to use them is very important to dispel any doubts and misinterpretations.
And why not involve the teams in the creation of these indicators to concretely show that we are in the same boat to build the best product?
Mistake 4: Blindly believing the indicators
The last mistake in this list of tips is more of a warning.