Bernard Agrest: Creating Conditions for Healthy Conflict and Continuous Improvement in Agile Teams
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Bernard believes successful Scrum Masters focus on creating conditions where tension and healthy conflict can emerge naturally, rather than maintaining artificial harmony. Too many organizations remain stuck in fear-based cultures where people avoid raising important issues. For Bernard, success means ensuring people regularly surface problems and engage meaningfully with each other—it's not enough to simply monitor green dashboards. He emphasizes that real leadership involves focusing on creating conditions for teams to discuss what truly matters, moving beyond surface-level metrics to foster genuine dialogue and continuous improvement.
Self-reflection Question: Are the people on your teams regularly raising issues, or are you relying too heavily on dashboard metrics to gauge team health?
Featured Retrospective Format for the Week: 4L's
The 4L's retrospective format is simple yet powerful, examining what the team Liked, Learned, Lacked, and Longed for. Bernard particularly values the "Longed for" category because it asks people to connect the dots between how they felt and how they performed. In one memorable session, using 4L's helped his team understand what they were missing in their regular sync work, leading them to change how they conducted meetings to better support upcoming deliveries. This retrospective format had long-term organizational impact, helping teams realize gaps in their collaborative processes and make meaningful improvements to their working relationships.
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About Bernard Agrest
Bernard currently leads a major software implementation at University of Wisconsin—Madison Medical School, serving over 10,000 employees. Previously, he built a PMO and led Data and Learning at Teach For America. His journey began redesigning operations for a Veteran Service Organization, where he co-led national initiatives and launched a new alumni program.
You can link with Bernard Agrest on LinkedIn.
