[beersigns]

I had similar experiences with pairing; often it was mandated by folks in charge who didn't seem to have a great grasp of what the benefits were. Productivity/velocity tended to suffer noticeably on many teams. It worked for others, but I think most times it wasn't understood fully why it worked for a given team.

What bothered me about how I saw pairing used was that people seemed to make blanket assumptions about it's benefits. Many times I saw people pairing up on trivially easy tasks. Seemed to me that pairing was a lot like everything else, it can be done well or poorly.

Pairing should be a naturally occurring process IMO; ie I don't know how to best accomplish a task or 'story', so I ask a team member w/expertise or experience to help point me in the right direction. If I need help beyond that, it becomes a pairing/knowledge-transfer exercise. I came to refer to it as "informal pairing". In general I tended to gravitate toward pairing on the exceptionally difficult tasks or ones that would have far reaching design implications.