Have you ever encountered a team that doesn’t seem interested in improving? A team that shrugs off feedback, resists retrospectives, or refuses to acknowledge any need for change? At first glance, a team’s resistance might look like laziness or indifference. But what if these behaviors are symptoms of something more profound?
When someone says, “Don’t bother those teams; they’re not interested in improving,” resist jumping to conclusions. Instead, challenge yourself to dig deeper and explore the situation.
1. Does the team feel safe?
Psychological safety is the foundation for improvement. If people fear blame or judgment, they’ll avoid risks — including the risk of admitting things could be better. A team that doesn’t feel safe may exhibit silence during meetings or reluctance to speak up about challenges. Creating an environment where team members can openly share ideas and concerns without fear of reprisal is crucial.
2. Are they overwhelmed?
Sometimes, teams are so bogged down by work that improvement feels like an extra burden. Ironically, they may need to improve to ease their workload, but they can’t see a way out of the cycle. When deadlines pile up and work seems endless, carving out time for reflection and incremental changes can feel impossible. Start by acknowledging their current struggles and help them prioritize small wins that reduce pressure.
3. Do they see value in improvement?
If past attempts at change were superficial or imposed, the team might see improvement efforts as wasting time. They need to experience real benefits to rebuild trust. For example, a team may have attended workshops that felt disconnected from their real challenges. Showing how specific improvements directly address their pain points and bring tangible benefits can restore confidence.
4. Are external forces stifling them?
Teams often operate within constraints they can’t control. Unrealistic deadlines, micromanagement, or conflicting priorities can make it seem impossible. For instance, a team under constant scrutiny from leadership might focus only on meeting immediate demands, leaving no room for long-term thinking. Identifying these external barriers and advocating for higher-level adjustments can help create breathing space for the team.
If you’ve identified some underlying factors, the next step is to create space for the team to explore improvement without pressure. Here are some ideas:
👉 Start small
Large changes can feel overwhelming. Encourage the team to experiment with tiny adjustments that require minimal effort but deliver noticeable results. Consider introducing Liberating Structures like “15% Solutions,” which focus on identifying small, actionable improvements within their control. This approach helps teams break down challenges into manageable steps, encouraging them to experiment with changes that don’t feel overwhelming.
👉 Focus on strengths
Improvement doesn’t always mean fixing weaknesses. Help the team identify what they’re already good at and build from there. For instance, if the team excels at brainstorming creative ideas but struggles with execution, focus on enhancing their existing creativity while introducing a simple planning method. This approach reinforces their confidence while gradually addressing other areas.
👉 Facilitate inclusive conversations
Use techniques like Liberating Structures to ensure every team member’s voice is heard. Often, resistance fades when people feel included and valued. Use conversational techniques like “1–2–4-ALL” to collaboratively generate ideas or prioritize actions. These methods break down barriers and encourage even quieter team members to contribute meaningfully.
👉 Remove blame
Create a culture where it’s okay to fail. People who see mistakes as learning opportunities are more willing to try new things. Celebrate small experiments, even if they don’t go as planned, and highlight what the team learned from them. Over time, this creates a more open and curious environment where improvement feels safe.
👉 Align with their goals
Improvement needs to resonate with the team’s aspirations. Ask what matters most to them and connect improvement efforts to those goals. For example, if the team values efficiency to reduce stress, frame improvement initiatives to streamline workflows and free up time. By aligning changes with their priorities, you increase their motivation to engage.
Ultimately, the goal isn’t to force a team to improve but to create conditions where they want to. Improvement must come from within, and your role as a Scrum Master, leader, or manager is to make that journey possible.
What is your experience with teams that seemingly don’t want to change or improve?
How Columinity Can Help
Our product, Columinity, allows teams to improve the quality of their teamwork based on scientific insights. Evidence-based feedback will enable them to assess their situation and define the next steps. In addition, they can mark the areas where support is needed. This allows coaches to effectively bridge the gap between the team and themselves while respecting the team’s autonomy.