So, what are the main qualities to hire people to work in lean, or agile companies...or what agile team members should have in common in terms of professional and personal qualities.. how do i feel sure i'm getting the right people on board for my agile environment
what i meant by Traditional people in our context was Traditional workers, who do not want to know new approaches like lean or agile and terrified of changing anything they used to do in some way to another.
Since you mention incentives, can you provide some thoughts on what you've found to be positive incentives?
Mary, you said, Agile teams ALWAYS improve things, i see that agile teams or people should have certain qualities to be selected with to be with specific attitude and behavior to apply, or can the change be applied for normal traditional people and still give positive results in being agile team member?
If I take architecture as a tool to manage risks the user stories should define how much architecture I need in a Sprint.
I'd be happier if the effort on producing bloated up-front system-level design (not architecture) was expended on better understanding of existing business rules, domain-level modeling, and transformation of needs into acceptance test specifications. Inability to communicate exactly what we should be building (and what we have!) is a far bigger crime in many places.
Mary suggests that you define criteria how a request "is written". Those criteria have to ensure that a request is understandable. You need rules that ensure that requests are written this way. So, you can reduce the amount of communication.