The benefit of understanding what makes a Hierarchy culture tick helped us become more aware of the norms in the organization. Some of these included learning about the un-spoken processes for traversing the hierarchy, to knowing that control and process were strongly held values. Sometimes we would shape our changes as new process so we could speak the language of The Commission’s unique culture.
Perhaps this is exactly what formalized frameworks and opinionated apps are trying to do — sneak in Agile values under the guise of yet another dogmatic commandment? A meta way to install a process that prioritizes people and interactions over tools and processes? It is conceivable that a set of instructions could produce a result that would restructure the very process of giving and receiving such instructions, but it is a slippery slope: if the degree of novelty is insufficient, below a certain critical mass, it may serve as a tacit permission to engage the bystander apathy, and remaining deep within the comfort zone, simply ignore the change, keeping one foot firmly on the old ground.
