(This post uses AI to get ideas out of John's head from notes he's taken.)
Swarming is when one or more people tackle the same task in a project. It's pairing, but on steroids. Swarming is all about mobilizing your team—everyone putting their heads together to tackle bottlenecks or learn new tools quickly. It’s messy, collaborative, and, when done right, remarkably effective. Here’s everything you need to know about swarming and how it can transform your team’s productivity.
Scenario 1: Swarming When You Know the Skill You Need
Picture this: You’re a senior engineer, and you've finished your tasks, but the team hits a roadblock. What do you do?
Start by listening. Pay attention in stand-ups, converse with teammates, and figure out who’s stuck and why. Then, ask yourself: How well do I know this skill?
If it’s brand new, consider "third seashelling" (a playful term for doing just enough formal training to get your feet wet). Pairing—working closely with someone tackling the problem—is another excellent option. Shadowing works, too, where you’re not driving but absorbing through osmosis.
(Pairing and shadowing are both in the same tactical repertoire as swarming. Pairing is when the swarm is two people large. Shadowing is when you pair but are largely silent as you are mostly learning.)
The key? Let the bottlenecks guide your learning. Over time, if everyone adopts this approach, your team’s skill set will naturally evolve to meet the most pressing needs. This makes your team more adaptable and efficient in addressing future challenges.
Scenario 2: Swarming When Nobody Knows the Skill
Sometimes, the bottleneck is a skill nobody on your team has. Now what?
This can happen if you're trying to adopt cross-functional teams!
First, give it a shot. You won’t know how hard or easy it is until you try. Time-box your efforts: work on the problem for a limited period while flagging it as a potential blocker. When another engineer is ready to pair or swarm (i.e., finished with their task), that can be your barometer about how much fuss to make. If you haven't had a breakthrough by then, it may be time to reach out.
Don’t hand the problem off entirely. Instead, pair with them, shadow them, and use this as a chance to build the missing skill within your team. Keep "third seashelling" to supplement your knowledge when you're not working with the SME. As other engineers join your swarm, more will be exposed to this missing skill set. Over time, your team will have this skill set.
The goal here is to bootstrap your way to competence, turning what started as a roadblock into a growth opportunity for the team. By learning as you go, your team will build confidence and flexibility in handling unexpected challenges.
Scenario 3: Swarming When Nobody Knows the Tech
What if you’re introducing a new technology that’s completely foreign? This could be a legacy system, a tool forced on you by a vendor, or something you’ve inherited.
The process looks like Scenario 2, but with a twist: you’re not just learning a skill but building a practice. Start by exploring the tech with a mix of "let’s figure it out" experimentation and formal training. Divide and conquer—don’t all take the same course or follow the same tutorial. Instead, spread out, gather insights, and share what you learn.
Keep track of the resources that were helpful to build up the practice so that when others need to learn the skill, they a) won't bother you because there's plenty of formal training and b) when they do bother you, they'll have the basics down.
Consider weekly meetings of the primordial practice. You will have to "mentor" each other all based on your unique view and take on what you know so far. Taking a Socratic approach of asking questions and being open-minded is key, rather than expecting an expert to come in and save the day. You don't have experts yet.
This is slower than having an expert, but it’s how you bootstrap a team’s ability to handle the unknown. Weekly discussions or informal teaching sessions can help keep everyone on the same page and move the effort forward.
Scenario 4: Top-Down Technology Adoption
Now, let’s flip the script. What if management decides to introduce a new technology proactively?
This is less about scrambling to solve a problem and more about planning for the future. Here’s how it works:
Form a Practice: Create a "practice" team to learn the technology first, using tools like design reviews and peer discussions.
Start Small: Use the new tech in a low-risk toy problem. Build tutorials or side projects that don’t need long-term maintenance.
Roll It Out Gradually: Once the practice team is confident, apply the tech to real projects. Have the practice team support the primary project team with reviews and documentation.
This approach avoids shoehorning shiny new tech into places it doesn’t belong. By the time the technology hits production, the team is ready to make the most of it.
The Bottom Line: Why Swarming Works
Swarming isn’t a one-size-fits-all solution. It’s a mindset—a way of tackling skill gaps and technology adoption collaboratively. Whether pairing, shadowing, or learning on the fly, the goal is to adapt, grow, and keep moving forward.
Remember, it’s not about having all the answers upfront. It’s about figuring them out (empirically) together. Swarming empowers teams to tackle challenges head-on while building the skills and resilience they need to thrive in the long run.
By adopting swarming techniques, you can future-proof your team, reduce bottlenecks, and foster a culture of continuous learning. Whether addressing skill gaps, embracing new technologies, or preparing for what’s next, swarming helps you stay ahead of the curve.
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