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results in a revolution in ways of working without
actively considering context or whether revolution or evolution will best optimize for outcomes.
team is completely opposed to the principles of agile, and has been since its inception. A team should choose its own process—
the team should also
be in control of how that process evolves.
faux-agile: agile that’s just the name, but none of the values in place.”
emphasizes individuals and interactions over processes and tools, collaboration over a contract, motivated individuals who are
given support and trusted to get the job done, self-organizing teams regularly reflecting on how to be more effective, and tuning and adjusting behavior, practices, and processes.
it leads to an agentic state, where people absolve themselves of responsibility for the outcomes.
extrinsic motivation rather than intrinsic motivation.
leaders at large, traditional firms have an entire career of approaching change or product development work with a reductionist, deterministic, command-and-control mindset.
fixing output at the point of knowing the least, setting a date and “holding people’s feet over the fire,”
unlikely to produce the most valuable “stuff.”
development, knowledge work, with emergence, in complex adaptive systems, with many unknown-unknowns.
fits-all ways of working that optimize for outcomes in all contexts. Your organization, your customers, your value propositions, your environment, your processes, your system of work,
your definition of “scale,” your leaders at all levels, your teams, your constraints, your starting point, your culture, your history, your brand, your team, and you are unique.
there is no “best practice” where the domain of work is emergent.
how inflicting capital “A” Agile is not exhibiting agility.
values and principles of agile and lean, with respect for people, empowered teams, and servant leadership.
you have a unique VOICE and invite over inflict.
cultural norms should inform the approach on the revolution to evolution scale.
VOICE stands for Values and Principles, Outcomes and Purpose, Intent-Based Leadership,
with measures for the outcomes and fast feedback loops.
Intent-Based Leadership:
Coaching is needed because there is no one way, no cookie-cutter approach that optimizes
outcomes in all contexts.
Probing, sensing, and responding take place at the team, value stream, business unit, and organizational levels.
loop to create a second learning loop, which is feedback on the overall Values and Principles and Outcomes and Purpose.
continuously improving on the system of work, being the be...
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organization’s values and principles are its behavioral guardrails.
every decision and should be repeatedly communicated.
Communicate three more times than you think you need to and you’re a third of the way there.
They include teams holding each other to account as well as their leaders’ behavior.
Scrum, Kanban, SAFe, Disciplined Agile, or Large Scale Scrum (LeSS),
While principles apply across contexts, practices differ by context.
As Dan Terhorst-North has said: Practices = Principles + Context11
be invited and supported to take ownership in order to work out the best way to apply the principles and improve outcomes for themselves.
describes the stages of learning to mastery.
Shu: Follow the rules (beginner). Ha: Break the rules (intermediate). Ri: Make the rules (expert).
Dunning-Kruger Effect, when beginners
tend to overrate themselves.
has sufficient mastery to be able to articulate a complex topic in simple terms.
has a natural sense for what might optimize outcomes in context.
periodic coaching check-in to ensure that when they’re at the top of “Mount Stupid” they are not making sub-optimizations.
The last thing you want to do is impose one way of working on people who have mastered adaptation to context and are beating
Optimize for Your Organizational Context: Revolution vs. Evolution
revolution or evolution suits the context.
locus of control is external with learned helplessness and a victim mentality,
After building confidence with small improvements and having displayed measurable benefits, that evolution creates fertile soil for doing more.
evolutionary approach is that it builds a culture of constant improvement from the start, as opposed to what can be a cargo cult adoption.
