My experience has always been that when managers or management encourage openness in teams, teams are ready to accept challenges or learn new things because they are supported. This happens simply because your team allocates hours to tasks during the planning process and gets the total number of hours needed to work on user feedback. Keep track of the buffer percentage and make sure that your team gives the correct assessment and knows the user feedback. In fact, your team members should be trained to make decisions about work or conflict resolution. In most cases, a reactive team can avoid uncertainty and still achieve results. In an article in Harvard Business Review 2013, Rosabeth Moss Canter explains that a happy team is better at handling complex cases. The reality of a flexible and remote team can be improved by creating a safe space where personal ideas can be shared and challenges such as work-life balance and geopolitical effects can be met in different countries. If your team uses shock during a sprint and there are still overflows, this can increase the shock. It is also a great way to train your team members to make estimates after a detailed needs analysis. Thank you for your feedback on Team Agile Management. In addition to other data about the team, this should give you an idea of how emotionally it affects the team. Make a team buffer of about 10% and then plan the sprint. I still believe that an organic way to look at the health of the team is to use the shock absorber percentage. Finding the happiness index is one of the most instructive exercises you can do as a team. Ask everyone to rate your luck with a team on a scale of 1 to 5 and why.