About two years ago, I met a marketing professional at an Agile conference and we had a lengthy conversation about creativity and ways to encourage innovation. After sharing with him the Cognitive Network Model taught to me by Dr. Robert Briggs, he responded that his firm was using “a drinking game“–sans drinking–before every major client presentation. In his opinion, the mechanisms of the game seemed to align perfectly with Dr. Briggs’ theory: as images are called forth in working memory, particularly in new combinations, people generate thoughts they didn’t have prior – leading to new ideas.
A drinking game for creativity? I had to know more! As he explained the game, I realized this short, twenty-minute activity had all the elements of a good Agile activity: fun, collaboration, and useful lessons. Continue reading
I’ve been measured as a 3.6 out of a possible 5 “performance” points. I’ve been measured on my sales volume per hour. I’ve even been measured on my percentage of overtime hours as a percentile representing “efficiency”. From salespeople, to service workers, to manual laborers, it’s nearly impossible to meet a worker that hasn’t been exposed to metrics as a form of management, motivation, or appraisal.
Deming, Drucker, and a host of wisdom spoke on the utility of metrics and, over time, business leaders have responded. An obsession with metrics is everywhere and there is no question that measurements of valuable business processes can help improve outcomes necessary for success. Enter the pursuit of (demand for?) “Agile metrics”. Continue reading
Earlier this month, Jason Kerney–a team member at Hunter Industries and practitioner of mob programming–wrote an article detailing the interview process his team uses for bringing new people into “the Mob”.
This post dives into Jason’s narrative covering the principles that challenge the convention of hiring and seemingly radical tactics that answer a simple question: what is the difference between hiring a person and filling a position? Continue reading
Recently, I had a very enjoyable conversation with a group of successful, talented software leaders regarding Agile. More specifically, many of the topics shared underlying assumptions about the role of Agile to create structure in the place of chaos and align people towards a common goal.
As part of the conversation, we eventually reached a point where a question was posed (in my best paraphrase): “How can we measure a person’s effectiveness in changing people’s minds?”
I felt that all-too-familiar sense of discomfort and asked if “changing peoples’ minds” is a responsibility or requirement of a job, whether it be a change management role, team coach (e.g., a ScrumMaster), or anything in-between. Some in the group expressed the validity and importance of such a measurement; thus, I’ll explore a question within: should it be our job to change peoples’ minds? Continue reading
I recently participated in a podcast recording over breakfast with friends in the Southern California area. While enjoying a mix of smoothies, acai bowls, and coffee (lean coffee, that is), we discussed a variety of topics – among which was mine, “if you could, which Agile practice would you eliminate?”
This is not to say I think practices should be removed from use. In fact, throwing away practices that Agile teams have found success with reeks of the worst kind of waste. Instead, I wanted to explore the extent of subversion within the group’s collective experiences and gather insight into contributing factors.
During our conversation, I placed my condemned practice on the chopping block: the “daily stand-up” meeting. Enthusiasm for removing this tool was (enthusiastically) not shared. Continue reading
This is not a rant caused by a spell of unemployment, nor is it a cry for help or an invitation to a raging pity-party. This is a reminder of the convention of hiring knowledge workers, especially within the software industry, that we allow to coerce our decision making at the expense of our organizations.
In fact, the thoughts in this post have little to do with my present lack of an employer, even while knee-deep in wildly ineffective hiring conversations. Instead, this post primarily contains notes from past engagements where the hiring process felt like throwing darts blindfolded. Continue reading
I recently sat down to chat with a company looking for help with a Scrummy / traditional / Agile-to-us / status quo / project manager / ScrumMaster type position. One of those common positions that companies open up to see what Agile looks like without actually changing anything at all.
As I sat down to interview with the two directors, given the obvious inconsistencies with Agile principles in the job description, I was there to vet them just as much as they likely wanted to interrogate me.
I wanted to hear about culture and team-centric work systems. They wanted to hear about control and tactics. You can imagine how the conversation went and a quote from one of the directors stuck with me:
“In the absence of specific tactics that you will use here, all you have is theory. And our business doesn’t run on theory.”