21 Dysfunctions Caused By Stretch Goals

Discover how stretch goals can inadvertently derail Scrum teams, revealing 21 unexpected dysfunctions that challenge productivity and harmony.

The allure of stretch goals can often seem like a promising strategy to boost productivity and achieve extraordinary results. However, the reality within Scrum teams can be quite different, and the implications are far-reaching. Stretch goals, while intended to push teams beyond their known capacities, can inadvertently introduce a host of dysfunctions that undermine the essence of Scrum.

Consider a typical scenario where a team, buoyed by the desire to excel, extends their Sprint commitment beyond their average velocity. For instance, a team with a historical velocity of 23 story points decides to tackle 27 points ambitiously in the upcoming Sprint. While seemingly benign or even motivational, this decision sets the stage for unintended consequences.

To be a Scrum Master, you should be able to recognise and reveal common dysfunctions that impede the team.  As I have been doing this for some time, here are some common observations I have seen when teams try to use stretch goals.

21 dysfunctions

Overemphasis on Output over Outcome: This dysfunction arises when teams prioritise the volume of work over its impact, leading to a misalignment with business goals. The focus on completing many tasks can overshadow the importance of delivering work that genuinely adds value, causing efforts to be misdirected and diminishing Sprint's overall effectiveness.

No Single Sprint Goal: Without a singular, cohesive goal, team efforts can become scattered, reducing the coherence and unity necessary for achieving meaningful outcomes. This lack of focus not only dilutes the potential impact of Sprint but also creates confusion about priorities, leading to inefficiencies and a weakened sense of purpose.