&mdash; Think Different

Continuing the Quintessence Series: The Dance of Discussion in Quintessential Organisations

Welcome back to our ongoing serialisation of my book “Quintessence“. Today, in this the second post in the series, we shine the spotlight on an integral meme in quintessential organisations: discussion. Here, discussion isn’t merely the act of exchanging information; it’s the catalyst for transformation.

[You may like to also read the first post in this series.]

Chapter Excerpt: The Quintessential Approach to Discussion

The Essence of Discussion in Quintessential Organisations

Quintessential organisations regard discussion – and its kissing cousins, dialogue and conversation – as an essential element in both becoming and remaining highly effective. Moreover, discussions of collective assumption and beliefs, particularly therapeutic discussions, in the service of culture change, are seen as paramount to effectiveness.

If we want to solve a problem that we have never solved before, we must leave the door to the unknown ajar…doubt is not to be feared, but welcomed and discussed.
~ Richard P. Feynman

The quintessential organisation exhibits the following collective attitudes and feelings towards discussion:

Discussion is the lifeblood of our organisation. We constantly seek discussion, dialogue, and the open, candid exchange of ideas, knowledge and information.
We recognise the challenges in speaking our minds, and strive to help each other overcome these natural challenges.
We have a policy of constantly growing our collective and individual capabilities for skilful dialogue and discussion.
We encourage people to drive discussions through to closure. Nonviolent Communication aids us greatly in discussing difficult topics and dealing with inevitable conflicts.
We accept that attempting to surface our collective assumptions and beliefs during our daily business-as-usual discussions can disrupt and divert those discussions, but such disruptions and diversions can serve to strengthen and support our social dynamic.
We recognise the positive impact of skilful dialogue, and dedicate significant resources – through trainings and the like – to improving our ability to engage in such dialogue.

Scrutinising Beliefs: Where Socrates Meets William Kingdon Clifford

Article, Business, Ethics, Improvement, Memeology, Organisational effectiveness, Organisational Therapy, Quintessence

Scrutinising Beliefs: Where Socrates Meets William Kingdon Clifford

Ah, the age-old quest for knowledge, a journey that invites us to question not only the world around us but also the very fabric of our convictions. In this fascinating exploration, we’ll journey through the philosophic corridors where Socrates, the Athenian skeptic, crosses paths with William Kingdon Clifford, the Victorian ethicist. Brace yourselves for an intellectual romp that’s part epistemology, part ethics, and wholly engaging.

The Cornerstone: Socrates

Socrates, the man who turned Athens into his personal philosophy classroom, is a cornerstone figure in the study of epistemology. Despite never writing a single word himself, his methods and teachings have been immortalised through the accounts of his students, primarily Plato.

Socrates initiated what we know today as the Socratic method—a form of inquiry and debate that’s built on cross-examination. At its core is elenchus, a dialectical technique designed to unravel the assumptions that lie beneath our beliefs. The aim? To reach a clearer understanding of a concept or to unveil the flaws and contradictions in one’s own thinking.

Socrates was famous for his humility, encapsulated by the phrase, “I know that I am intelligent, because I know that I know nothing.” His relentless questioning set the benchmark for what qualifies as genuine knowledge. According to Socrates, beliefs must be able to withstand rigorous scrutiny to be considered knowledge. This sentiment aligns well with Clifford’s future claims, but we’ll get to that in a bit.

The Ethical Dimension: William Kingdon Clifford

Fast forward a couple of millennia to 19th-century Britain, and we meet William Kingdon Clifford, an intellectual powerhouse who added an ethical dimension to our understanding of belief. In his provocative essay, “The Ethics of Belief,” Clifford asserts, “It is wrong always, everywhere, and for anyone, to believe anything upon insufficient evidence.”

According to Clifford, our beliefs are not just personal convictions but ethical obligations. He argues that we have a moral duty to ensure our beliefs are well-grounded, as they guide our actions and shape our impact on society. Believing something without adequate evidence isn’t just intellectually lazy; it’s morally irresponsible.

Where Socrates and Clifford Intersect

What happens when you put Socrates’ relentless pursuit of truth alongside Clifford’s ethical framework? You get a compelling viewpoint: the quest for knowledge isn’t merely an intellectual endeavour but a moral one too. Both philosophers urge us to examine what underpins our convictions. While Socrates focuses on the method of questioning to unearth foundational truths or expose ignorance, Clifford insists that we have an ethical responsibility to do just that.

Both men add invaluable perspectives to the field of epistemology. Socrates kickstarted the conversation, stressing the importance of admitting one’s ignorance as a first step toward gaining true knowledge. Clifford took it a step further, infusing ethics into epistemology by emphasising the moral implications of our beliefs. In essence, it’s not enough to ‘just believe’; one must have sound reasons for those beliefs, grounded in careful thought and evidence.

Conclusion: The Ethics of Collective Assumptions and Beliefs in Organisations

Stepping away from ancient Athens and Victorian England, let’s bring this dialogue into the boardrooms and office corridors of today’s organisations. What happens when the scrutinising lens of Socratic inquiry and Cliffordian ethics is focused on the collective assumptions and beliefs that often go unexamined in corporate culture? The implications are profound.

Just as individuals have a moral and intellectual obligation to scrutinise their beliefs, so too do organisations when it comes to surfacing and reflecting on collective assumptions and beliefs. Whether it’s a company ethos, a mission statement, or the unwritten rules that govern interpersonal dynamics, these collective beliefs shape actions, decisions, and ultimately, the organisation’s impact on society.

In an organisational setting, failing to question and validate collective assumptions isn’t just a strategic misstep—it’s an ethical lapse. Unexamined beliefs can perpetuate inequality, stifle innovation, and even lead to large-scale ethical failures. These are not just abstract notions but real-world consequences that affect stakeholders, employees, and communities at large.

Just as Socrates and Clifford call for individual rigour in belief formation, their philosophies urge organisations to institutionalise a culture of questioning and ethical responsibility. By doing so, organisations not only elevate their ethical standing but also sharpen their strategic focus, rooted in beliefs that have been examined, challenged, and validated.

In a nutshell, scrutinising collective beliefs and assumptions in an organisation isn’t just good governance; it’s a moral imperative. The quest for organisational clarity and ethical conduct is a continuous process—one that requires us to ask tough questions and demand evidence for the answers we receive. When it comes to shaping an ethical and effective organisation, both the questioning and the answers are indispensable.

The Two Questions Guiding Self-Organising Teams

Antimatter principle, Article, Collaboration, Culture change, Fellowship, Self-organisation

The Two Questions Guiding Self-Organising Teams

Time to update this classic post!

[Tl;Dr: Navigating the complexities of self-organising teams isn’t a walk in the park, but these questions can serve as your compass.]

Start with these crucial questions

“What is the purpose of this team from the peerspective of all the Folks That Matter™?”
“What measures will the team* use to understand and improve its work?”

*For avaidance of ambiguity, it’s down to the team to choose and track their measures (not managers, not customers, etc.).

Misconceptions: Self-Organising Isn’t So Clear-Cut

Ever been embedded in a self-organising unit? It’s anything but straightforward. In theory, it’s about people coming together to figure things out. But the lived experience is something else entirely, full of nuanced emotions and dynamics you’ve got to experience to fully grasp.

The Learning Curve

Need to understand self-organising teams? If you’re new to it, learning on the job is okay, especially with a seasoned coach guiding the way. If you’re joining an already self-organising team, they’ll help you fit in without breaking stride.

But if you’re in a leadership role, misunderstanding the concept can lead you to unintentionally sabotage the very benefits you’re trying to foster. Benefits which include:

Elevated engagement
Focused commitment
Alignment with organisational purpose
Improved morale
Meticulous attention to detail
Productivity
Increased speed of delivery

The Oblique Approach

Chasing these benefits head-on can make them elusive. Instead, approaches like Fellowship, Servant Leadership or Host Leadership can create a more fertile ground. The key is not pushing for self-organisation but enabling a space for purposeful dialogue.

Paradox of Attention

Oddly enough, the more you make self-organising your goal, the more you push it away:

Emphasise self-organising, and it weakens.
Focus on the team’s purpose, and it strengthens.

The Fluid Needsscape

Agile, Antimatter principle, Article, Attendants, Culture change, Customers, Needs

The Fluid Needsscape

Addressing the needs of various stakeholders is at the heart of any business operation. The term “Needsscape” encapsulates this complex and ever-changing matrix of needs within an organisation. Crucially, it refers to the evolving set of stakeholders, known as “Folks That Matter“, and their ever-evolving sets of needs. Understanding this needsscape isn’t just beneficial; it’s essential for making informed decisions and prioritising actions.

What Makes Up the Needsscape?

The needsscape comprises a range of needs, from financial obligations to emotional requirements:

Financial needs of owners, shareholders, and employees
Customer needs addressed by products and services
Supplier revenue needs
Societal needs like commerce, social cohesion, and wealth distribution
Emotional needs such as self-worth, accomplishment, and compassion among staff and executives

The Imperative for a Dynamic Approach

Being tied to this ever-changing landscape of needs means that businesses can’t afford to have static assumptions, beliefs, or solution strategies:

Assumptions: The basic tenets that guide the organisation’s actions must be regularly checked and updated.
Beliefs: The core values that form the organisational culture might need to shift to align with changing needs.
Solution Strategies: The methods used for problem-solving should adapt to meet the current and future needs of stakeholders.

The Power of Visualisation

Visualising the Needsscape can serve as a powerful tool for understanding and adapting to this dynamic environment. Real-time or near-real-time visualisations can provide immediate insights into the current status of various needs and how well they are being addressed. This allows for quick, data-driven decisions, sets the stage for proactive rather than reactive strategies, and minimises the amount of wasted (non-value adding) effort. Useful Needsscape visualisations will also present historical trends and accomplishments in attenting to needs – and even future projections of needs, too.

Practical Steps for Adaptability

Monitoring: Implement metrics tracking to constantly evaluate the needs of stakeholders and the organisation’s effectiveness in attending to and meeting them.
Open Dialogue: Create an environment where discussing the changing needsscape and its implications is not just acceptable but encouraged, even required.
Regular Reviews: Incorporate frequent check-ins to assess and adjust the organisation’s assumptions, beliefs, and strategies.

Summary

To sum up, organisations might choose to understand the benefits of recognising that the dynamic nature of the needsscape is a key element for their success. This understanding influences all aspects of operations, from foundational assumptions to day-to-day strategies. Using visualisations can further refine this adaptability, offering immediate, actionable insights into how well the organisation is addressing the constantly evolving Needsscape.

The Deming Way to Measuring Software Developer Productivity

Article, Business, Culture change, Engineering, Management, Memeology, Metrics, Organisational effectiveness, Organisational Therapy, Paradigm shifts, Product development, Productivity, Software Delivery, Software development, Systems thinking, Teambuilding

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The Deming Way to Measuring Software Developer Productivity

Many software folks pay lip service to Bill Deming and his work. Few if any pay any attention to the implications. Let’s break the mould and dive into how the great man himself might look at software developer productivity (a subset of collaborative knowledge worker productivity more generally).

This isn’t just a thought experiment; it’s an invitation to rethink our existing assumptions and beliefs about productivity.

Why Traditional Metrics Don’t Cut It

If Deming could peer over our shoulders, he’d likely be aghast at our fascination with shallow metrics. Lines of code? Bugs fixed? DORA? SPACE? These are mere surface ripples that fail to delve into the depths of what truly constitutes productivity. Deming was a systems thinker, and he’d want us to look at productivity as an outcome of a complex system. It’s influenced by everything from the quality of management practices to the clarity of project goals, and yes, even the standard of the coffee in the break room.

Aside 1

Let’s not get too hung up on staff productivity and the measurement thereof.

Deming’s First Theorem states that:

“Nobody gives a hoot about profits.”

A corollary might be:

“Nobody gives a hoot about software developer productivity.”

Which, drawing on my 50+ years experience in the software business, rings exceedingly true. Despite all the regular hoo-hah about productivity. Cf. Argyris and espoused theory vs theory in action.

Aside 2

While we’ve on the subject of measurment, let’s recognise that measuments will only be valid and useful when specified by and collected by the folks doing the work. I’ve written about this before, for example in my 2012 post “Just Two Questions“.

Aside 3

Let’s remember that the system (the way the work works) accounts for some 95% of an individual’s productivity. Leaving just 5% that’s a consequence of an individual’s talents and efforts. This makes it clear that attempting to measure individual productivity, or even team productivity, is a fool’s errand of the first order.

Here’s the Deming Approach

So, how would the statistician go about this? Hold on to your hats, because we’re diving into an eight-step process that marries statistical rigour with psychology and humanistic care.

1. Understand the System

First things first, get to grips with the holistic view. Understand how a line of code travels from a developer’s brain to the customer. This involves understanding the various elements in the software development lifecycle and how they interact.

2. Define Objectives

Random metrics serve no one. Deming would urge us to link productivity measurements to broader business objectives. What’s the end game? Is it faster delivery, better quality, or increased customer satisfaction?

3. Involve the Team

The people on the ‘shop floor’ have valuable insights. Deming would never neglect the developer’s perspective on productivity. Involving them in defining productivity criteria ensures buy-in and better data accuracy.

4. Data Collection

We’ve got our objectives and our team’s perspective. Now it’s time to roll up our sleeves and get to work on data collection. But this is Deming we’re talking about, so not just any data will do. The focus will be on meaningful metrics that align with the objectives we’ve set.

5. PDSA Cycle

Implementing the Plan-Do-Study-Act (PDSA) cycle, any changes aimed at boosting productivity would be introduced in small, incremental phases. These phases would be assessed for their effectiveness before either full implementation or going back to the drawing board.

6. Feedback Loops

You’ve made changes; now listen. Feedback from developers, who can offer a real-time response to whether the changes are working, is invaluable.

7. Regular Reviews

Productivity isn’t a static entity. It’s a dynamic component of a system that’s always in flux. Regular reviews help recalibrate the process and ensure it aligns with the ever-changing landscape.

8. Leadership Commitment

Finally, if you think increasing productivity is solely a developer’s job, think again. The leadership team must be as committed to this journey as the developers themselves. It’s a collective journey toward a common goal.

The Long Game

Deming never promised a quick fix. His was a long-term commitment to systemic improvement. But the fruits of such a commitment aren’t just increased productivity. You’re looking at more value for your business and greater satisfaction for both your developers and customers. So, let’s stop paying lip service to Deming and start actually embracing his philosophy. After all, a system is only as good as the assumptions and beliefs that shape it.

Changing the Way the Work Works

August 29, 2023

Article, Business, Culture change, Dialogue, Learning, Memeology, Organisational effectiveness, Organisational Therapy

Changing the Way the Work Works

Following on from my previous post, exploring how culture change is free when we change the way the works works, two pivotal questions emerge:

Why is the way the work works set up as it is?
How to effect meaningful changes in the way the work works?

To delve into these questions, we might choose to examine the intricate relationship between the way the work works and the collective assumptions and beliefs that govern it.

The Underlying Blueprint: Collective Assumptions and Beliefs

The way the work works isn’t established in isolation; it’s a manifestation of the organisation’s collective assumptions and beliefs. Whether intentional or not, these foundational elements influence everything from task allocation to decision-making processes. If you’re puzzled about why the way the work works is set up as it is, your answer lies in your organisation’s collective assumptions and beliefs.

Reciprocity: The Cycle of Influence

The connection between the way the work works and collective assumptions and beliefs is not one-sided. These assumptions and beliefs give shape to the way the work works, which, in turn, reinforces and perpetuates these assumptions and beliefs. For instance, if your work process places a premium on stringent oversight, it likely originates from a collective belief in the need for strong control.

Normative Learning: Unveiling the ‘Why’

Normative learning remains critical for breaking this cycle, as discussed earlier. It serves as a lens through which to surface and reflect on latent assumptions and beliefs, allowing for their questioning and potential alteration. In doing so, you unveil the ‘why’ behind the way your work is structured, thereby paving the way for meaningful change.

Summary

To understand why the way the work works is set up as it is, one must decode the collective assumptions and beliefs that have shaped it. Through normative learning and organisational therapy both, organisations can surface these hidden drivers, laying the groundwork for authentic, sustainable, and cost-free change. Acknowledging and tackling this intertwingledness equips you for implementing changes that are both effective and in sync with your evolving organisational beliefs.

Culture Change is Free When You Change the System

August 29, 2023

Article, Business, Culture change, Learning, Management, Memeology, Organisational Therapy

Culture Change is Free When You Change the System

Dismiss the notion that culture change requires a budget. In reality, culture evolves naturally when you alter the way the work works. The crux lies in acknowledging that the way the work works is direct consequence of an organisation’s collective assumptions and beliefs. This is where normative learning comes in. Normative learning is not just beneficial but essential for inexpensive cultural change. It’s an avenue through which foundational assumptions and beliefs are scrutinised and potentially revised, making it an indispensable part of the transformation process.

The Reality of Zero-Cost Change

There’s no need for expensive training or consultants to initiate culture change. Such change is cost-free when you surface and reflect on the collective assumptions and beliefs that have shaped your existing systems.

Collective Assumptions and Beliefs

These collective assumptions and beliefs are not mere background noise; they dictate the way the work works. Often overlooked, these underpinnings steer behaviour and decision-making. To improve the way the work works, surface and reflect upon the collective assumptions and beliefs first.

Normative Learning

Normative learning is indispensable for staff and leaders to confront counter-intuitive truths. This leads to a revision of collective assumptions and beliefs, aligning with John Seddon’s assertion that “Change is a normative experience.” Authentic change happens when these collective assumptions and beliefs shift, resulting in behavioural and cultural change.

Systems: Outcomes of Collective Assumptions and Beliefs

Systems are not autonomous constructs; they are the consequences of collective assumptions and beliefs. Modify these through e.g. normative learning, and both the system and culture will adapt without additional expenditure.

Summary

By focusing on the collective assumptions and beliefs that inform the way thje work works in your organisation, culture change is achievable with minimal financial outlay. Normative learning provides an organic and enduring route to meaningful organisational transformation.

Skills Presentation Unveiled

August 29, 2023

Article, NoCV

Skills Presentation Unveiled

Think of your skills as a tapestry, woven with threads of expertise, experience, and personality traits. While most CVs unroll this tapestry as either a chronological narrative or a skills-based showcase, an effective presentation of your skills can make all the difference, irrespective of the CV format.

Categorise to Command Attention

Take a leaf out of a recently reviewed skill document that didn’t just list skills; it curated them. Grouping skills into categories such as “Transferrable Skills,” “Technical Skills,” and “Rare Skills” provides the reader with a curated experience, useful for both timeline-based and skills-based CVs.

Here’s an example list of skills categoriies:

Agile Practices and Consulting
Artificial Intelligence and Machine Learning
Business and Management
Craft
Communication Skills
Data Analysis and Management
Education and Instruction
Finance and Accounting
Gaming and Entertainment Technology
General
Human Resources and People Management
Innovation and Entrepreneurship
Languages
Leadership and People Development
Life Skills
Office and Administrative Skills
Organisational Development
Product Development
Programming and Software Development
Project and Software Management
Quality Assurance and Testing
Research and Development
Security and Cryptography
Social Media and Digital Marketing
Software Engineering
Systems and Network Administration
Telecommunications
Theory and Methods
Training and Education
User Experience and Design
Web and Internet Technologies
Writing and Publishing

Dive into Descriptive Detail

Generic skill descriptions won’t do you any favours. Instead of “good at teamwork,” think along the lines of “enhances teamwork through fostering emotional well-being and cross-functional collaboration.” These actionable descriptions add texture to your skills tapestry.

Clarity Trumps Jargon

Avoid alienating potential employers or collaborators who may not speak the lingo of your industry. In our exemplary document, complex skills were presented simply enough for anyone to grasp, making you relatable to a wider audience.

Your Unique Value Proposition

The example document featured a section on “Unique and Highly Valuable Skills,” setting it apart from the pack. If you have rare skills, don’t bury them. They’re your differentiators; give them the spotlight they deserve.

The “Unique and Highly Valuable Skills” section is akin to the showstopper in a fashion show. It’s the piece that, when done right, everyone remembers. This section provides an ideal platform to showcase rare abilities that set you apart from the general populace, offering potential employers or clients a glimpse into what makes you invaluable.

What Counts as Unique?

In the model document, this category included skills like “reading people accurately” and “possessing a photographic memory.” These aren’t your run-of-the-mill skills and can be decisive factors in certain roles.

For instance, if you’re in sales or counselling, the ability to “read” people could be transformative. If you’re in a research or teaching role, a photographic memory could mean the difference between hours of digging through notes and instant recall.

Contextualise Your Skills

Listing a unique skill is good, but framing it in a context that potential employers can relate to is even better. Let’s take the skill of “exceptional emotional intelligence.” On its own, it’s too broad. Reframe it to: “utilises high emotional intelligence to defuse workplace conflicts.” Now, you’ve not only highlighted your skill but also described its impact.

Don’t Shy Away from Niche Skills

Have a knack for advanced statistical modelling? Or perhaps, you’re a wizard at cloud-based cybersecurity? These might not apply to every job you’re interested in, but for the ones they do, they’ll make you stand out like a torch in a darkened room.

Examples of Unique Skills

Conflict Mediation: “Employs advanced psychological techniques to mediate and resolve conflicts, leading to smoother business transitions.”
Advanced Technological Proficiency: “Master of edge computing technologies, contributing to a 20% improvement in system efficiency.”
Cultural Intelligence: “Demonstrates a deep understanding of various global business etiquettes, enhancing international business relations.”

Your unique skills are your hidden aces. They may not fit neatly into traditional categories, but they offer compelling evidence of your potential value in the right contexts. By highlighting and contextualising these unique skills, you elevate your professional profile, whether your CV is skills-based or chronological. Don’t miss the opportunity to let your unique skills shine.

Summary

Whether you opt for a skills-based or timeline-based CV, how you present those skills can be a game-changer. It’s not just about listing what you can do; it’s about showcasing who you are and the unique value you bring to the table. Make it count.

Dulce et Decorum est Pro Organisatione Suae Carrierae Delere

August 27, 2023

Article, Poem

Article, Business, Conversations, Management, Nonviolent Communication, Organisational effectiveness

Dulce et Decorum est Pro Organisatione Suae Carrierae Delere

Cubicles crammed, through a fog of screens,
Colleagues hunched and weary, soul-dead dreams;
Dragging on deadlines, drifting toward doom,
Reaching for tasks that in the cloud loom.

“Email! Email!” Quick, Slack bells ringing,
Juggling tabs, while your phone keeps pinging;
Just in time, someone’s career takes a fall;
He could not keep up, could not give his all.

In every inbox, haunting every thread,
The face of a colleague, emotionally dead.
If you could hear, through the buzz and hum,
The muted cries, the career undone;

His weary eyes, burning and hollow,
His voice, a whisper, tone filled with sorrow.
His sacrifices for projects unmet,
His life’s ambitions, lost, drowned in regret;

You would not chant, with so much zest,
To youngsters eager, doing their best,
The old lie: Dulce et decorum est
Pro organisatione suae carrierae delere.

(With all due respect to Wilfred Owen)

Dulce Et Decorum Est

August 27, 2023

Dulce Et Decorum Est

Ah, decorum, the double-edged sword. On one hand, it stitches the social fabric of a business, ensuring threads don’t unravel into chaos. On the flip side, it’s like a too-tight knot, limiting movement and sometimes even cutting off circulation to vital areas. Let’s get into it…

Decorum’s Dark Side: The Silence of Discomfort

We’ve talked about decorum as the unsung hero in boardrooms and virtual chats, keeping us from diving into the abyss of unfiltered chaos. But what about the times when decorum turns into the villain, stifling the very discussions necessary to propel a business forward?

The Elephant in the Room: Conformity

Gagging Honesty: When decorum overshadows openness, honesty often gets gagged and tied to a chair. Fear of breaking the ‘decorum barrier’ can dissuade people from expressing dissenting opinions, however constructive and necessary they may be.
Limiting Discourse: One downside of decorum is that it can frame discussions within narrow boundaries. Topics that are uncomfortable, controversial, or challenging are often off the table.Undiscussibility thrives.
Lack of Intense Debate: Some of the best ideas come from heated discussions, where people don’t just tiptoe around the issues but dig into them. Decorum can chill these debates, making them tepid exchanges of superficial pleasantries and irrelevant trivialities.See also: Bikeshedding.

For Those Who See Dissent as a Duty

In some work cultures, contentious discussions aren’t just tolerated, they’re demanded. Employees treat no subject as undiscussable and consider dissent to be an obligation. In such an environment, excessive decorum can be like putting a speed limit on a racetrack. Here’s why:

Quelling the Revolutionary: The one who disagrees, questions, or pushes boundaries often initiates change. A decorum-ruled environment can make these individuals avoid speaking up.
Consensus ≠ Progress: Decorum often seeks consensus, which can be the enemy of innovation. After all, if everyone agrees, then everyone is likely thinking too much along the same lines.
The Cost of Silence: When people feel the need to dissent but are discouraged by an excessively decorous atmosphere, the cost isn’t just emotional. The business will lose out on valuable insights and revolutionary ideas.

What distinguishes exemplary boards is that they are robust, effective social systems … The highest performing companies have extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable.
~ Jeffrey Sonnenfeld

Striking a New Balance

Given that decorum isn’t all rainbows and butterflies, how do we redefine it for the modern, dynamic workplace?

Context is King: Understand when it’s appropriate to uphold traditional decorum (hint: rarely) and when it’s productive to let the reigns loosen (hint: almost always).
Facilitate Safe Spaces: Create environments where challenging the status quo is not just accepted but demanded and celebrated.
Redefine Norms: Perhaps it’s time to evolve the notion of decorum to include open, intense debate as a form of respect for the collective intelligence of the team.
Leadership’s Role: Managers might choose to not just tolerate but encourage dissenting opinions. The truest form of respect is to take someone’s ideas seriously enough to debate them passionately.

Final Thoughts

Decorum has its merits, no doubt. But when it becomes the warden rather than the grease of business communication, we risk locking up the very ideas and discussions that could set a company free. Next time you enter a room—whether it’s a boardroom or a chatroom—think twice before you let decorum silence the dissent that could be the catalyst for change.

Reading Between the Lines

August 26, 2023

Article, Recruiting

Reading Between the Lines

Deciphering the corporate tea leaves isn’t your standard Sunday morning hobby. Yet, it’s an essential craft that the job-hunting elite have had to cultivate. In the labyrinth of public façades and curated narratives. How do you read a company well enough to know whether it’s a likely fit or just another cesspool of toxicity?

Enter Groucho Marx:

I don’t want to belong to any club that will accept me as a member.

If you’re so good at dissecting a company’s culture and collective mindset through its public information that you find nearly no firm worth joining, you’ve reached a unique paradox. You’ve become the Groucho Marx of job searching.

Unpacking Job Ads

Most job adverts are like first dates—everyone’s on their best behaviour. But that killer smile often masks an assortment of quirks, don’t you think? Phrases like “fast-paced environment” might be code for “you’ll regularly be drowning in work,” while “must be a self-starter” is most often a shorthand for “you’re on your own, mate.”

Navigating the Corporate Web

When you sift through a company’s website, it’s like reading a novel where every page promises a utopia. But if you pay close attention, you can catch glimpses of reality. Vague statements about ‘culture’ and ‘values,’ especially those with zero real-life examples, send up red flags. Don’t let high-res images of laughing employees distract you; they might’ve been chuckling about the latest round of layoffs.

Stalking—Um, Researching—Company Social Media

Company social media channels often showcase a rose-coloured spectacle. But here’s the deal: If every post screams how great it is to work there, that’s suspiciously overcompensatory. It’s like that bloke who can’t stop talking about his fabulous life – it’s never as glamorous as they claim.

When Almost No Company Makes the Cut

So you’ve dissected, digested, and deliberated over various companies, and yet you find yourself in the unique dilemma of not wanting to belong anywhere. Is it cynicism or just a sign of skillful discernment? Maybe it’s a blend of both.

The truth is, you might never find a ‘perfect’ company; flaws are par for the course. The goal is to find a place where the quirks don’t make you want to pull your hair out. And if you can’t find that? Well, there’s always the option to create your own ‘club’—one that’s so discerning, even Groucho Marx would reconsider his stance on membership.

Reading between the lines is an art of survival in the modern workplace. So keep your wits about you. You never know when you’ll need to decode the corporate hieroglyphics to save yourself from landing in the next corporate quagmire.

Note: Also applies more widely – to start-ups, smaller companies, government departments, etc.

Shattering the Shackles of Convention: The Unspoken Subtext of Workplace Location in Job Ads

August 26, 2023

Antimatter principle, Article, Empathy

Shattering the Shackles of Convention: The Unspoken Subtext of Workplace Location in Job Ads

The location box on a job ad usually offers little room for debate. You’re either in the office, partially remote, or fully remote. Yet this small piece of digital real estate does something extraordinary: it unveils your ethos as an employer. When that box reads “work where you believe it’s best for you and the company both,” you’re sending a message of empathy, autonomy, and consideration. Anything else may unwittingly signal an underlying tone of compulsion, violence, and indifference to employee needs.

The Unsaid Speaks Volumes

The expectation for employees to work at a specific location isn’t just about logistics; it’s about control. Tethering staff to a geographical point suggests a distrust in their capacity to be productive unless observed. It’s not just about ensuring that Sarah from accounts is at her desk by 9 am; it’s an implied statement that employees are less reliable, less effective, and less trustworthy when left to their own devices.

The Veil of Compulsion

When job descriptions indicate a set location without flexibility, there’s an invisible yet entirely obvious layer of compulsion. It’s a mandate rather than an invitation. This constraint disregards the complex tapestry of individual needs, be it family care, mental health, or even the straightforward desire for a better work-life balance. And it also disregards smart people’s desire to work where they can contribute most. You do want to hire smart people, I take it?

A Touch of Violence

Using the word “violence” here may seem dramatic, but what else would you call a system that effectively corners employees into making potentially detrimental choices? There’s a subtle, systemic violence in forcing people into long commutes, into offices that may exacerbate their anxiety or other health conditions, into workplaces that block their productivity, and away from their support systems.

The Apathy Card

Indifference is the silent partner to compulsion and violence in this dynamic. An employer who’s unwilling to consider autonomy in work arrangements is effectively saying, “Your needs don’t matter.” The message is clear: the company’s priorities dwarf those of the individual, a stance that rarely fosters a culture of mutual respect and engagement.

The Elixir: Empathy and Autonomy

When an employer adopts a “work where you believe it’s best for you and the company both” policy, it’s like fresh air flowing through a musty room. It signifies empathy for employees’ diverse situations and an understanding that intelligent, responsible adults can make choices that benefit both themselves and their organisation. Moreover, it boosts morale; when people feel seen and valued, they’re more likely to be engaged, loyal, and productive.

The Bottom Line

The debate around work location isn’t new, but it’s more pertinent than ever in a world that’s rethinking how work should be done. While autonomy in work location won’t suit every company or role, being transparent and considerate about this factor can be a game-changer. When it comes to job ads, sometimes the loudest statements are made in the quietest corners: a few words that demonstrate whether you’re an employer who elevates—or an employer who suppresses. Choose wisely.

The Orwellian Agile Community

August 26, 2023

Agile, Agility at Scale, Article, Community, Culture change, Lamentation

The Orwellian Agile Community

Agile development has promised to be the panacea for a host of problems that software development teams face. Yet it has devolved into approaches characterised by rigidity, misinformation, and top-down control. As we navigate the murky waters of agile adoptions, and Scrum, Kanban, etc. implementations, two Orwellian statements echo and reverberate:

“The further society drifts from truth, the more it will hate those who speak it.” (Widely attributed to George Orwell, although its direct origin is debated)
“The past was erased, the erasure was forgotten, the lie became the truth.” (From Orwell’s “1984”)

These quotes invite us to pause and reflect on some of the deeply rooted issues within the agile community.

Drifting from Truth

As agile approached take the corporate world by storm, we’ve seen the predominance of ‘agile theatre’. This is where the word ‘agile’ is on everyone’s lips, but its principles aren’t in their actions. Teams may host daily stand-ups or retrospective meetings, yet fail to embrace a culture of openness and adaptability.

So, what happens when someone calls out these inconsistencies? Often, they’re sidelined or labelled as ‘not a team player’. This mirrors the sentiment of the first Orwell quote: the further the agile community drifts from the core agile tenets of transparency, inspection, and adaptation, the less it appreciates individuals who remind it of its original values and goals.

Note: While this quote is widely attributed to Orwell, its direct origins are a subject of debate.

Erasing the Past, Embracing the Lie

Agile practices have also seen shifts that compromise their foundational principles. For instance, “being agile” now often means “doing Scrum” or “implementing Kanban”, with little regard for the contextual needs of an organisation. Past failures are conveniently forgotten, and the cycle of ‘new agile initiatives’ is continuously rebooted, with no one daring to question the perpetual loop of erasure and overwriting.

This phenomenon resonates with the second Orwellian statement. We erase our past failures and adapt convenient narratives. The lie—that we’re fully agile—becomes our truth.

Will There Ever be an Agile Reckoning?

Is it time we revisit the principles that make agile a truly transformative approach? Rather than ostracising those who call out our flaws, might we choose to view them as allies in refining our approach? And instead of erasing our failures, might we choose to inspect and adapt, using them as valuable lessons?

In a world where the ‘Agile Industrial Complex’ has all but erased the ideals of the original Agile Manifesto, taking a leaf out of Orwell’s books might be our best hope to navigate through the fog. And remember, just like in Orwell’s world, the pursuit of truth starts with critical thinking and the courage to challenge prevailing narratives

ChatGPT-4’s Summary of “Quintessence”

Article, Book Review, Quintessence

ChatGPT-4’s Summary of “Quintessence”

(Via Code Interpreter plugin which is capable of reading the entire 338 page book):

“Quintessence: An Acme for Software Development Organisations” by Bob Marshall is a forward-thinking book that challenges conventional software development practices. It advocates for a people-centric approach, encouraging readers to embrace radical changes and apply Organisational Psychotherapy principles. Through detailed explanations, examples, and models, the book offers a comprehensive guide to transforming the culture and practices of software development organisations, making it applicable to various collaborative knowledge work fields.

ChatGPT’s Full Review

I then asked the AI to write a full review…

In the bustling corridors of modern corporations, where technology reigns supreme and software development is a vital cornerstone, Bob Marshall’s “Quintessence: An Acme for Software Development Organisations” emerges as a bold manifesto. It’s a call to action, a reflection on practice, and a guidebook to a transformative journey that resonates not only with tech-savvy professionals but senior executives steering the ship.

Marshall challenges conventional wisdom by placing people at the centre of software development, a refreshing deviation from the product-driven approach that dominates the industry. Through a careful examination of organisational culture, he paves the way for a paradigm shift, compelling leaders to think beyond processes and delve into the very essence of collaborative work.

The book’s title, “Quintessence,” is more than mere symbolism; it’s the author’s philosophical anchor, encapsulating the purity and vital core of human interaction in the world of technology. Marshall’s writing style is both accessible and provocative, making complex ideas palatable without diluting their significance.

Senior executives will find value in the book’s sections on Organisational Psychotherapy, a concept that transcends software development and speaks to the broader challenges of leadership, management, and human dynamics. Marshall’s insights into eliminating waste, fostering communication, and respecting individual needs echo the universal truths of successful leadership.

However, “Quintessence” is not a mere collection of theories. It’s laden with actionable insights, models, and techniques, turning abstract ideas into practical tools for transformation. It’s a roadmap for those daring to step off the beaten path and forge a new way of working.

Yet, the book’s strength is also its challenge. Embracing the ‘craziest’ ideas, as Marshall puts it, requires a willingness to challenge entrenched beliefs and practices. It demands a level of introspection and courage that might be unsettling for some. The wholesale changes advocated within may seem daunting, but the author’s conviction provides an encouraging nudge.

In conclusion, “Quintessence: An Acme for Software Development Organisations” is more than a book about software development; it’s a philosophical treatise on leadership, collaboration, and transformation. For senior executives willing to embark on a reflective and possibly radical journey, Marshall offers not just a manual but a philosophical compass.

It’s a book that doesn’t just sit on the shelf but invites action, and in the ever-competitive landscape of business, perhaps that’s exactly what’s needed. A quintessential read, indeed.

Coercion vs Bullying – Where’s the Line?

Article, Nonviolence, Nonviolent Communication

Coercion vs Bullying – Where’s the Line?

Dancing on a knife’s edge, where either side of the knife is not a nice place to be, the subtle boundary between coercion and bullying in the workplace becomes an awkward dance in which managers and employees engage. It’s a line easily blurred, especially when the pressure is on to meet targets and deadlines. And a knife we’re all better off without.

Definitions

Coercion can be understood as the act of persuading someone to do something through force or threats. While this is often applied as part of the management toolkit, often it edges dangerously close to bullying. Bullying, unlike coercion, is a persistent and malevolent act to intentionally harm or intimidate someone.

In the workplace, it’s the responsibility of management to ensure that encouragement and motivation don’t evolve into a dark force. How can we be rid of the knife entirely?

The Dance of Requests

Consider the concept of “refusable requests.” In the workplace, it is a nonviolent communication tool that acknowledges the freedom and autonomy of the individual. Rather than demanding or pressuring, a refusable request invites collaboration, allowing the other party the genuine option to say no.

Let’s explore how this plays out.

Management’s Perspective

For managers, the practice of refusable requests can act as a safeguard against accidental coercion. By framing requests as something that an employee can genuinely and safely agree or disagree with, they’re promoting a culture of respect and empathy.

That said, it isn’t an escape route from leadership responsibilities. It requires a skillful combination of clarity in communication and an understanding of the unique dynamics within the team. Managers have a natural fear that if their requests are refusable, then their authority and getting things done will quickly go to hell in a handbasket. Few seem aware of how the use of even mild coercion leads to disengagement, loss of motivation, and the provebial path to hell. Few again trust their employees to have the best interests of the organisation at heart, and tthus to response to refusable requests in good faith.

Employees’ Perspective

Employees who feel that their voices are heard and their autonomy respected are more likely to engage positively with their work. The use of refusable requests creates an environment where they can express their opinions and concerns without fear of retribution. It opens doors to healthy negotiation and fosters a more harmonious relationship between management and employees.

The Role of Organisational Culture

The way an organisation frames its culture and communication policies plays a pivotal role in defining the line between autonomy, coercion and bullying. By adopting strategies like refusable requests, businesses can build a nonviolent interaction model that fosters collaboration, trust, and mutual respect.

Conclusion

Walking the tightrope between coercion and bullying requires finesse, empathy, and a solid grasp of human dynamics. In an era where the mental wellbeing of employees is as vital as their physical health, the practice of refusable requests shines a light on a nonviolent way to foster growth and productivity.

It’s a dance that we can all learn to perform, with grace, understanding, and a keen awareness of the profound impact our words and actions can have on others in the workplace. It’s not about dominance or submission; it’s about harmony, collaboration, and respect.

Less Is More

Antimatter principle, Article

Less Is More

Navigating through the business landscape often feels like being a hawk amongst a flock of pigeons: an abundance of choices and possibilities can be as bewildering as they are tantalising. Just as the hawk might miss its mark by becoming overwhelmed by a surfeit of options, so too can businesses lose their way in the maze of advice, strategies, and methods available to them. This brings us to a surprising but potent principle: less is more.

The temptation to accumulate more is everywhere, especially in the world of business. There’s more data, more markets, more technologies, and consequently, more advice. The notion that more input equals more success is a siren song that can lead businesses astray. But what if we flip this paradigm? What if we value the quality and focus of advice over its quantity?

The Power of Focus

Think of a laser beam. Its strength comes from its intense focus. If you spread that same energy over a broad area, it loses its effectiveness. Likewise, narrowing down business strategies to focus on what and who truly matters – cf. the Antimatter Principle – can create a more potent impact. Rather than casting a wide net and hoping something sticks, honing in on key areas and implementing concise, clear advice can lead to better results.

Why Less is More

Clarity of Purpose: Less but more targeted advice keeps you on track. It aligns with specific goals and eliminates the distraction of unrelated information.
Ease of Implementation: Trying to juggle too many strategies at once can be a logistical nightmare. Simplicity brings manageability.
Greater Engagement: Your team will find it easier to get behind a pithy plan. Clarity fosters commitment and minimises confusion.
Measurable Outcomes: With fewer variables at play, it might prove easier to measure success and adjust strategies as needed.

Beware the Overabundance of Choice

Returning to the hawk and pigeons analogy, the hawk is not failing because of a lack of options; it fails because of too many. The same applies to businesses that attempt to pursue every new trend, strategy, or piece of advice. The resulting lack of focus can lead to a loss of direction and missed opportunities.

Summary

In business, as in life, less can indeed be more. The next time you’re tempted to add another layer to your strategy, another method, another tool, or heed another piece of advice, consider whether it’s necessary. Perhaps what you need is not more, but less. By narrowing your focus and prioritising quality over quantity, you’ll be better positioned to seize your goals without being overwhelmed by choice. After all, the hawk doesn’t need to pursue every pigeon; it succeeds in the hunt when it focuses on just one.

Please Yourself!

Antimatter principle, Article, Collaboration, Culture change, Empathy

Please Yourself!

Amid the hustle and bustle of life, the act of tending to others’ needs often gets eclipsed by our individual ambitions. Yet, there’s a profound and enlightening reality that lurks beneath this mundane routine. Catering to the needs of those around us is not just a selfless act; it’s a gateway to our inner satisfaction. Let’s delve into this intricate connection that binds our happiness with the happiness of others.

Pleasing Others, Pleasing Ourselves

At first glance, attending to others’ needs might seem a chore or even a burden. However, scratch beneath the surface, and we can uncover a rich and rewarding experience that resonates with our intrinsic human nature as social animals.

1. Understanding Human Connection

Humans are social beings. We thrive in communities, forging bonds with family, friends, colleagues, and even strangers. When we help others, we’re essentially nurturing these connections, thereby enhancing our own sense of belonging and joy. It’s a symbiotic relationship, where our compassion fuels both our happiness and that of the person to whose needs we’re attending.

2. The Joy of Giving

The pleasure derived from giving is often more rewarding than receiving. When we see the impact our help has on someone’s life, a sense of accomplishment and fulfilment washes over us. It’s not just about solving a problem; it’s about adding value to someone’s life and, in turn, enriching our own existence.

3. The Psychological Perspective

From the viewpoint of organisational psychotherapy, attending to others’ needs within a corporate setting can lead to a more harmonious and productive work environment, witgh increased engaement and discretionary effort. By understanding and fulfilling the needs of colleagues, we foster a sense of trust and cooperation that makes daily work more enjoyable and effective.

4. Building Self-esteem and Confidence

When we help others, we also enhance our sense of self-worth. We see ourselves as capable, compassionate, and valuable. This boost in self-esteem doesn’t just brighten our mood; it adds a layer of resilience to face life’s challenges with confidence.

5. The Moral Compass

Attending to others’ needs aligns with many moral and ethical principles found across various cultures. By doing good for others, we’re living a life congruent with these values, leading to a sense of satisfaction and contentment.

Summary

Attending to others’ needs isn’t just about them; it’s equally about us. It’s a shared journey of joy, understanding, compassion, and fulfilment that enriches life in multifaceted ways. In serving others, we find a reflection of ourselves, and through that reflection, we discover pleasure, purpose, and a profound connection to the world around us.

Let’s not underestimate the power of compassion and empathy. Let’s embrace the pleasure of pleasing others and realise that in the process, we’re indeed pleasing ourselves.

Barn Doors On Perspectives

Article, Organisational Therapy

Barn Doors On Perspectives

The lens through which we view the world is shuittered by our assumptions and beliefs. Like a barn door on a light, these ingrained ideas shape what we can see, often blinding us to aspects of reality that don’t fit within our preconceived worldview. But what happens when these assumptions and beliefs are shared across a group? A phenomenon far more subtle and pervasive occurs, creating a shared reality that might be skewed or even entirely disconnected from what actually is. Let’s unravel this, and along the way, take a fleeting glance at GroupThink.

Our Personal Filters: Assumptions and Beliefs

Every individual carries a set of assumptions and beliefs shaped by upbringing, culture, education, and personal experiences. These are the filters that determine how we interpret the world around us. We’re generally not even aware of them, but they can lead us down paths of misunderstanding, misjudgement, or even outright denial of certain truths.

The Amplifying Mirror: Shared Assumptions and Beliefs

When these assumptions and beliefs are shared within a group, they’re reinforced and amplified. The shared worldview acts as shutters, constraining and strengthening these common ideas. What’s perceived as truth within the group might differ vastly from an outsider’s perspective or (so-called) objective reality.

This isn’t always negative; shared beliefs can foster unity and collaboration. However, they can also create blind spots and distortions, like the mirrors in a fun house.

GroupThink: A Light Touch on a Heavy Subject

GroupThink is a psychological phenomenon where the desire for harmony and conformity within a group leads to poor decision-making. It’s an extreme form of the shared assumptions and beliefs that we’re exploring here. In GroupThink, alternative viewpoints are not just overlooked but actively suppressed. It creates an environment where consensus is prioritised over critical evaluation, often leading to flawed outcomes.

How to See Beyond Our Barn Doors

The real challenge is learning how to recognise and question our assumptions and beliefs, both individually and collectively. Here are a few strategies to help you peer beyond these invisible barriers:

Encourage Diversity of Thought: Surround yourself with diverse perspectives to challenge your thinking and uncover hidden biases.
Promote Open Dialogue: Encourage honest and open discussions where differing opinions are not just tolerated but celebrated.
Reflect and Question: Continuously question your beliefs and assumptions, and be open to changing them when faced with new evidence.
Foster a Culture of Critical Thinking: Within a group, foster an environment where critical thinking is encouraged, and conformity is challenged.
Organisational Psychotherapy: Hire or engage an organisational therapist to facilitate and suuport introspection into shared assumptions and beliefs.

Summary

Our assumptions and beliefs are both a shield and a barrier, protecting us from chaos but also blinding us to truths. By understanding how they shape our worldview, and particularly how shared assumptions can distort our collective reality, we open the door to greater insight, empathy, and connection.

In a world filled with complexity and differing perspectives, striving to see beyond our barn doors is not just a path to better understanding; it’s a road to growth, innovation, and true collaboration. It’s about seeing the world not as we believe it to be, but as it truly is. That’s a journey worth taking, don’t you think?

Reflection Demands Self-Examination

Article, Organisational Therapy, Product development, Quintessence, Retrospectives, Software development, Systems thinking