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Paradigm shifts

Why Science Gets No Look-in In Business

June 23, 2023
Antimatter principle, Article, Business, Lamentation, Leadership, Needs, Opinioneering, Organisational effectiveness, Paradigm shifts, Quintessence
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Why Science Gets No Look-in In Business

“Business is not an exact science” is a phrase often heard in corporate corridors and meeting rooms. It’s a near universal assumption, but one which is not supported by the scientific evidence.

A deeper understanding of this phrase highlights a rather intriguing aspect – the inherent need for those in charge, the decision-makers, to want it to be so.

In an exact science, laws and theories remain constant. The predictability they provide allows for clear, unambiguous paths to solutions. If business were recognised as an exact science, decision-making would be deterministic. However, this undermines the role of leaders, reducing them to mere implementers of pre-defined formulas. Leaders and their lackeys claim their art lies in making decisions amidst uncertainty, demonstrating the ability to take calculated risks, and applying intuition and experience where data falls short (a.k.a. HiPPO – highest paid person’s opinion). To maintain this dynamic, those in charge need business to remain neither a science nor exact.

A parallel is observed when we talk about “dealing with people.” This phrase encompasses a broad spectrum of situations, from human resources to customer relations, from team building to conflict resolution. People, with their diverse backgrounds, perspectives, emotions, and motivations, are incredibly complex. If dealing with people were accepted as an exact science, every interaction would follow a more or less predictable pattern. But again, those in charge need it to be seen as different from that.

If dealing with people were reduced to an exact science, leaders fear their highly rewarded personal touch, empathy, and agency would lose its kudos – and premium.

In definitive terms, leaders actively choose to uphold the notion of business and dealing with people as non-exact sciences to preserve their role as highly rewarded key decision-makers. Their profiles are enhanced by the unpredictability and intricacies of these domains. If every business decision or human interaction could be distilled down to a precise formula, leadership would lose its gloss.

Furthermore, this narrative is conspiratorialy upheld by consultants, analysts, and other business intermediaries. Their existence and remunerations rely heavily on the continued perception of business and human interaction as art forms that demand expert insights, not exact science.

Implicitly, they understand that their sponsors, primarily composed of business leaders, favor the preservation of this “non-exact” paradigm. Consequently, they conspire in maintaining the fiction, weaving it into their advice, thereby safeguarding their relevance and demand.

More About the Agile Trap

June 21, 2023
Agile, Alien tech, Article, Culture change, Marshall Model, Memeology, Organisational Therapy, Paradigm shifts, Quintessence, Rightshifting
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More About the Agile Trap

Have you ever wondered why the so-called Agile approach to software development, despite its charismatic promises, so often seems to miss the mark? You’re not alone in this predicament. Many are left puzzled as their Agile transformations fall short of expectations, leading to a mixture of confusion, disappointment, and ennui. The resolution to this problem doesn’t lie specifically within the Agile philosophy itself but within a broader, widely neglected perspective.

Not Designed for Adoption

From the get-go, Agile was never designed for easy adoption by traditional organisations. It demands a departure from conventional beliefs about work and collaboration, and this makes its implementation a real challenge, with its promises of flexibility, adaptability, and rapid delivery. However, Agile often fails to live up to its impish promises. The question remains, why?

The answer doesn’t lie within the intricacies of the approach, but rather with a comprehensive understanding of the organisation as a whole.

The Local Optimisation Trap

Accordingly, Agile transformations almost always degrade into local optimisations – offering immediate and visible local improvements but overlooking the bigger picture, such as flow efficiency across the entire organisation.

The Holistic Viewpoint

This is where alternative approaches such as the Theory of Constraints (ToC) come into the picture. They compel us to go beyond individual departments and silos, taking a holistic view of the organisation, identifying bottlenecks, and developing solutions that consider the broader operational flow.

Paradigm Shift

The shift from local to organisation-wide optimisation isn’t insignificant; it’s a PARADIGM shift. It necessitates a move from focusing on isolated components to recognising the wider interdependencies throughout the organisation.Truly a fundamental culture change.

Regrettably, this holistic view is rarely appreciated in organisations. It’s hard to grasp, challenging to execute, contradicts the prevalent silo-structures, and requires a readiness to collaborate – or even better, to integrate – multiple silos.

It’s a daunting journey, but it’s essential for building a resilient, adaptable, and more efficient organisation.

When we ask, “why does Agile often stumble?”, the answer isn’t found in Agile’s principles or methods. Rather, it’s embedded within the broader organisational mindset (a.k.a. the Analytic mindset), one that often misses the organisation-wide perspective. The journey from Agile’s local optimisation to a broader, organisation-wide approach is not an easy one. Here, Organisational Psychotherapy can help show the path towards significant improvement

Aspire to More

Let’s not limit our aspirations to enhance only the software development sector. Let’s aim to build a balanced, steady, and high-performing workflow across the organisation. This discourse is about reevaluating our understanding, going beyond our existing practices, and embracing the journey towards a more synergistic mindset, and a more holistic approach.

Considering an Agile Transformation?

June 9, 2023
Agile, Alien tech, Article, Culture change, Improvement, Innovation, Interactive books, Management, Organisational effectiveness, Paradigm shifts, Quintessence, Rightshifting
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Considering an Agile Transformation?

Are you pondering an Agile transformation for your organisation? Here’s the rub: at best, you’re merely going to catch up with practices from two decades ago. Agile transformation, in essence, is the process of transitioning an entire organisation from its existing approach to work, to an Agile approach. This could mean adopting Scrum, Kanban, or a hybrid of multiple Agile frameworks.

So, you’ve successfully transitioned to Agile. Congratulations, but what have you actually gained? It’s now the norm, not the exception. (And Lame Agile is the prevailing norm). Agile is the minimum, not the cutting edge. It’s high time organisations moved past Agile, seeking innovative, post-Agile approaches, such as “Quintessence“.

There’s no real benefit to running a marathon, only to realise you’re still miles and decades behind the frontrunners.

Get in touch if you’re curious…

How To Support Teams’ Learning And Development Needs

June 9, 2023
Alien tech, Article, Capability development, Coaching, Culture change, Improvement, Learning, Needs, Paradigm shifts, Psychology, Quintessence, Self-organisation, Teambuilding
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How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.

What’s My New Startup, “AInklings”, All About?

June 6, 2023
AI, AInklings, Article, Business, Community, Innovation, Interactive books, Learning, Paradigm shifts, Prompt Engineering, Quintessence
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What’s My New Startup, “AInklings”, All About?

We at AInklings are thrilled to have embarked on a journey to revolutionise the world of books and learning. We’ve set out to craft immersive and interactive books that transform reading into a truly captivating adventure​​. Our mission extends beyond just delivering information; we’re creating a whole new realm of learning that’s a journey of discovery. The books we offer are uniquely designed to adapt to each reader, providing personalised insights that nurture curiosity and comprehension​​.

Our team is a lively mix of authors, innovators, and dreamers, all dedicated to pushing the boundaries of the published word​​. We extend a warm invitation to you – authors, publishers, developers, marketers, and readers – to join our revolutionary adventure. We believe there’s a place for everyone in this thrilling experience we’re creating​​.

We’re also keen to keep our community informed and engaged. Through our LinkedIn group, we share exciting updates about our company and the broader world of literature. We’re standing on the brink of a major shift in the publishing industry, and we’re thrilled to welcome you to this exciting journey into the future of learning through reading​​.

Why Organisational Psychotherapy Is So Powerful

April 19, 2023
Article, Culture change, Dialogue, Organisational effectiveness, Organisational Therapy, Paradigm shifts, Psychology
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Why Organisational Psychotherapy Is So Powerful

Organisational psychotherapy is a transformative approach that focuses on uncovering and reflecting upon shared assumptions and beliefs within a workplace. This method fosters open communication and self-awareness, enabling people to better understand the underlying dynamics that shape their work environment.

The primary goal of organisational psychotherapy is to bring to light the shared mental models and values that drive behavior at work. By addressing these deeply ingrained beliefs, engaged individuals can work together to improve the overall culture and effectiveness of their organisation. In essence, this technique facilitates the surfacing of shared assumptions and beliefs about work, nurturing a more cohesive and collaborative environment.

Organisational psychotherapy has been proven to be effective because it helps to uncover the hidden patterns and behaviors that often go unnoticed in the workplace. By addressing these issues directly, people can work together to create a more positive, engaging and supportive atmosphere. This approach succeeds because it tackles the root cause of many workplace issues, rather than merely addressing the symptoms.

The process of organisational psychotherapy can be compared to gently peeling back the layers of an onion, revealing the core beliefs and assumptions that steer the organisation. As these bedrock elements are exposed, people can begin to reshape their perspectives and behaviours, resulting in a smoother and more harmonious work experience.

Organisational psychotherapy works because it encourages open dialogue and reflection, allowing people to examine the fabric of their shared beliefs. Individuals can better collaborate to create a smoother, more supportive and joyful workplace.

In summary, organisational psychotherapy is a powerful approach that exposes and reflects upon shared assumptions and beliefs within a workplace. This process results in a more cohesive and supportive environment, ultimately leading to improved performance and satisfaction. By spotlighting the hair triggers of workplace issues, organisational psychotherapy promotes psychological safety and open dialogue, fosters understanding, and builds a stronger foundation for success.

 

The Hidden Biases That Keep Us Hooked on Management

April 6, 2023
Article, Business, Culture change, Doctrine, Management, Organisational effectiveness, Paradigm shifts, Productivity, Quintessence, Rightshifting
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The Hidden Biases That Keep Us Hooked on Management

💡 Are you tired of relying on the idea of “management” as the default solution to organisational problems?

➡ The strong inclination towards management as a solution for organisational problems can be influenced by bias in a variety of ways. These include:

  • Cultural bias: Western cultures tend to place a high value on individual achievement and personal success, which can lead to a focus on hierarchical management structures as a means of exerting control and achieving results.
  • Confirmation bias: Organisations and individuals may be predisposed to seeing management as the solution to problems, leading them to selectively seek out and interpret information that supports this view.
  • Limited perspectives: Management can be seen as the default solution for organisational problems due to a lack of consideration or awareness of alternative approaches or perspectives.
  • Financial incentives: Financial incentives can create a bias towards management as a solution, particularly among those who stand to benefit financially from its implementation.
  • Management industry: The management industry has a vested interest in promoting management as the solution to organisational problems, which can create a bias towards this approach.

Upton Sinclair’s dictum,

“It is difficult to get a man to understand something, when his salary depends on his not understanding it,”

is particularly relevant in this context. Financial incentives and the influence of the management industry can create a powerful bias towards management as a solution for organisational problems, particularly when individuals stand to benefit financially from its implementation.

To address bias towards management as a solution, it is important to maintain an open mind, seek out diverse perspectives, and evaluate potential solutions based on their effectiveness rather than defaulting to a particular approach. This may involve exploring alternative management styles, such as servant leadership, or considering other approaches to addressing organisational challenges, such as self-organising teams, #Fellowship, and #NoManagement.

By remaining open to new ideas and approaches, organisations can avoid the limitations imposed by bias and better address their challenges and opportunities.

Embracing a People-First Paradigm Shift

February 16, 2023
Article, Culture change, Paradigm shifts
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Embracing a People-First Paradigm Shift

In the world of business and software development, there is a growing realisation that the traditional models of development and delivery are ineffective and unsustainable in the long term. In order to advance these fields, a paradigm shift is needed, one that emphasises a people-first approach that focuses on collective assumptions and beliefs.

The traditional approach to business and software development has been based on the assumption that the end-user is the most important stakeholder. While this may be true to some extent, it has led to a culture of product-centric thinking that has resulted in a disconnect between the development team and the end-users.

In contrast, a people-first approach recognises that the people involved in the development and delivery of a product are just as important as the end-users. This includes the development team, managers, and other stakeholders who are involved in the process.

A people-first approach places an emphasis on organisation-wide shared assumptions and beliefs, recognising that the success is dependent on the alignment of these factors. This means that the development teams and other stakeholders must work together to identify the underlying assumptions and beliefs that are driving the organisation.

By focusing on shared assumptions and beliefs, a people-first approach can help to create a culture of collaboration and cooperation. This can lead to improved communication, greater transparency, and a greater sense of ownership among team members.

Moreover, a people-first approach can help to promote a culture of continuous learning and improvement. By recognising the importance of people and their contributions, the development teams can work together to identify areas for improvement and implement new approaches and practices that can help to enhance overall success

In conclusion, a people-first approach that focuses on shared assumptions and beliefs is essential for advancing the fields of business and software development. By recognising the importance of people and their contributions to the project, we can create a culture of collaboration and cooperation that promotes continuous learning and improvement.