Your hybrid project team includes highly experienced senior engineers who prefer the waterfall approach and early-career developers who are enthusiastic about agile practices. During retrospectives, the senior engineers dominate conversations, dismissing agile ceremonies as 'overhead' and suggesting the team should 'just focus on coding.' The junior developers have stopped participating actively, and you've noticed their engagement scores dropping. One junior developer privately tells you they feel their ideas aren't valued. The project is delivering on schedule, but you're concerned about long-term team health and knowledge transfer. How should you address this team dynamic?

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Accepted Answer

The correct answer is B. Option B is correct because it systematically shifts power dynamics by giving junior developers formal authority and visibility as facilitators, which forces senior engineers to participate as contributors rather than dominators (ECO People Task 2.4 - Empower team members). Rotating facilitation also develops leadership skills in junior members and demonstrates their value to the team. Option A is the primary distractor and seems reasonable, but it relies on voluntary behavior change from senior engineers who may not recognize their impact or may intellectually agree but not change ingrained habits. Private conversations don't visibly shift team norms. Option C addresses the symptom (silence) but not the cause (power imbalance), and anonymous feedback doesn't build the confidence junior developers need to participate actively in real-time. Option D avoids the problem rather than solving it, sacrificing the knowledge transfer benefits of mixed-experience teams and reinforcing rather than bridging the methodology divide.

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