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How does the Scrum team decrease the difference between Capacity and Velocity (contd..) ?

In the previous post (Cultural differences between teams separated by distances). It is quite obvious that teams that work in different countries and different locations can have cultural differences in the way they work (although the teams can work at equal efficiencies); but when you put these teams together, these cultural differences can effect the efficiency of the team and reduce their productivity.
One of the most important matters related to cultural differences is due to the teams having different categories of openness. A team could be based in an Eastern country and not be as open to asking a lot of questions as a team based in a western geography. It is quite likely that there could be a lot of miscommunication between the team members based on their geography. Such miscommunication is far more likely when teams cannot see each other, so one way that a lot of teams work out differences in the way that they work with each other is through the usage of video conferencing as a matter of routine for the Daily Scrum meeting, or for other meetings that resolve issues, or where there is a discussion on regular matters.
Equally important was the fact that the teams needs to meet each other at intervals, subject to budget constraints. But the importance of teams being able to meet each other in the same physical location cannot be over-stated. At the very least, at least some members of the team should be able to meet the other team members – one of the best cases where we could see a drastic reduction of the cultural differences was where a single (or 2) members from one geographic location were seeded in the other team for one Sprint or more. It can be difficult to persuade a team member to disrupt their life by going for a medium term time period (1-3 months) to a different location, but there are great benefits. This team member, is able to project the culture of one team, and carry the cultural tendencies of the other team back to their home team.
In cases where there are differences are there in teams between how easy they can ask multiple questions, the ScrumMaster needs to play a much more effective role; seeing cases where a team member seems to have a question but is hesitating to ask a question (it could be that the person feels uncomfortable in asking more than one question, or feels that asking so many questions is not the right thing to do). And this needs to happen all the time, so that people are continued to feel encouraged to ask all the necessary questions.
Equally, the managers of the people in the Scrum team need to take a much bigger role in inspiring people to overcome some of these cultural differences, and reach a common point of agreement in terms of team behavior with team members in other geographical locations.

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