Food for Agile Thought’s issue #133—shared with 15,436 peers—explains why agile Taylorism — or introducing ‘agile’ by a command and control — is a futile approach. We also learn that competing and collaborating do not have to be mutually exclusive while becoming a learning organization.
We get a better understanding how continuous product discovery works in practice, how to avoid triggering your customers’ resistance to (product) changes, and why Geoffrey Moore might have been wrong.
Lastly, we enjoy the opportunity to learn more about becoming agile in distributed teams—with a free ebook courtesy of InfoQ.
Have a great week!
The Tip of the Week
Margaret Heffernan (via Farnam Street): Company Culture, Collaboration and Competition: A Discussion With Margaret Heffernan
Shane Parrish interviews Margaret Heffernan about leadership, conflict, and how to inspire the transition to a collaborative, learning organization.
For us, agility is not only about tools and processes, but even more about the right values, culture, and mindset. We strive to motivate our teams by creating an environment of purpose, mastery, and autonomy based on a foundation of mutual trust.
Reverse Retrospective — Aligning Scrum Team and Scrum Master
Are you—as a scrum master or agile coach—experiencing more communication kerfuffles with “your” team? Is its speed of improvement stalling? Are you under the impression that the team is slipping back into old habits and patterns? Maybe, it is time to run a reverse retrospective where your share your observations with the team.
Food for Agile Thought’s issue #132—shared with 15,184 peers—covers the latest version of the Agile Fluency Model. Moreover, we learn why we are particularly bad at planning projects of all kind, and how visualizing with LEGO® may add to your organization’s bottom line.
We also find out how to deal with brilliant jerks and other difficult people as well as picking your battles in general.
Lastly, we appreciate a lesson on how to deal with legacy organizations that embrace innovation mostly verbally.
Have a great week!
The Essential Read
James Shore, Diana Larson and Martin Fowler: Revised version: The Agile Fluency Model
James Shore and Diana Larson published the long-awaited second version of the Agile Fluency model.
Agile Audit: How Is Your Agile Transition Progressing?
Feedback loops have proven invaluable for any undertaking where value needs to be delivered, and risk requires to be mitigated. I am convinced that this fundamental agile principle applies not only to creating products and services but to any agile transition as well.
Learn how to start feedback loops in the form of agile audits based on the Agile Fluency model for the benefit of your organization and its teams alike.