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However, if an organization is facing an existential crisis, if there is a view that survival has a shorter runway than evolutionary improvement,
Evolution: Honor current roles and responsibilities and pursue evolutionary improvement.
a limited time period (iteration) or having a pull-based system with limited work in progress (limited WIP) the enabling constraint to shine a light on impediments to BVSSH?
Evolution and Adaptability Revolution Or Evolution Ways of Working Adaptable? Enabling Constraint Scrum Revolution No. “Scrum’s roles, events, artifacts, and rules are immutable. It’s possible to implement parts of Scrum, but the result is not Scrum.”18 Iteration Essential SAFe Revolution No. Inherits from Scrum. Iteration Scrum@Scale Revolution No. Inherits from Scrum. Iteration Nexus Revolution No. Inherits from Scrum, Iteration LeSS Revolution No. Inherits from Scrum. Iteration Kanban Method Evolution Yes. Kanban states that you “start with what you do now, respect current roles and
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level of psychological safety and emotional scar tissue from previous failed attempts, smaller waterfalls may be a better first approach than inflicting new job roles on people.
“Agile” word had baggage, due to previous failed attempts to inflict “doing Agile” rather than increasing agility.
culture of continuously improving outcomes, and eventually to agility, was to start with several smaller waterfalls and less concurrent work.
As it inherits from Scrum, it inherits Scrum’s revolution in roles and ceremonies.
working toward a common software deliverable, such as synchronized iterations, normalized story points, artifacts, and events.
one large software product or solution with a high level of dependencies and coupling, with deterministic quarterly commitments, and a relatively low level of mastery of agility,
normalized story points, and big room planning are beneficial in context.
normalized story points, quarterly output commitments, and big room planning may be detrimental to optimizing for outcomes. No
an organization with Scrum,”
Nexus is also Scrum scaled. And like Scrum, its approach is all or nothing.
LeSS too is Scrum scaled. “Large Scale Scrum is Scrum.”
Like SAFe, LeSS is suited to many teams working on one product, rather than diversity of contexts across a large organization.
limitations of prescription.
“There are only practices that are good within a certain context.”27
“start with what you do now,” “agree to pursue evolutionary change,”
how to deal with impediments that have surfaced, rather than asking whether prescriptive practices are being followed.
“enabling constraint” is limiting work in progress.
Disciplined Agile
“context counts,” “choice is good,” and “pragmatism.”
has organizational guardrails so that it is agile,
not fr...
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Coaches should, figuratively speaking, have a toolbox with all
the frameworks and bodies of knowledge contained within, with experience of using them, in order to generate the best possible outcomes, with safe-to-learn experiments, and within risk appetite, whilst also recognizing that culture is the biggest lever.
Invite over Inflict
To invite change as opposed to inflict it,
Early Adopters (the “Hell, yes!” people)
have intrinsic motivation. They want to do it.
A good way to identify the Innovators is via a voluntary Community of Practice
communicate, communicate, as well as to recognize and reward the desired behavior.
Eventually the Laggards will either join in or opt out, choosing to work somewhere else, both of those being a mutual win.
Humans have a limited velocity to unlearn and relearn.
improving BVSSH, is communicated as a high priority for the organization from the board or Executive Committee.
If it’s clear that it is a priority and that taking action will lead to recognition, positive appraisal feedback, promotion, and pay, the more likely it is that people will choose to embrace change.
Dan Mezick’s OpenSpaceAgility, Mike Burrow’s Agendashift, a Ways of Working Community of Practice (WoW CoP),
Exemplar Community. Membership is entirely voluntary.
teams who psychologically sign up to become exemplary exhibit far superior outcomes.
Values and Principles, Outcomes and Purpose, Intent-Based Leadership, Coaching and Support, and Experimentation.
change should be pull over push, invite over inflict (with incentivization and support), an appeal to intrinsic
motivation, which increases colleague engagement.
Principles One Size Does Not Fit All
Organizations are complex adaptive systems. You have a unique VOICE. If the path ahead is clear, you’re on someone else’s path. Invite over Inflict Invite participation with intrinsic motivation and empowerment. The words “resist” or “convince” should not enter the vocabulary.
insufficient culture of safety, both physical and psychological.
everyone feels confident enough to speak out, challenge authority, voice concerns, and be listened to when they
leader, or leadership to do with order, command, direct, commit, or control.
And then a bias to action, with “strong opinions loosely held,”
ability to pivot based on new learning from acting. Given that a group of people is a complex adaptive system, action, any action, ideally small and safe to learn, is needed in order to have a feedback loop, to be able to determine what to do next in order to more optimally achieve an outcome. Greta Thunberg’s campaign on climate change is an example of leadership. Her first school strike was August 2018 when
