The Human Element

In today’s world of rapid technological evolution and market fluctuations, achieving agility at scale has become a prime objective for many organisations. Conventionally, discussions around “agility” gravitate towards processes, technical practices, and organisational structures. However, could it be that we’re missing the crux of the issue? What if the true secret to achieving agility at scale isn’t about the technicalities or structures at all, but rather, psychology and group dynamics?

The Human Element

Every organisation is made up of people. These people, with their diverse backgrounds, experiences, motivations, and fears, come together to form a collective entity. The interplay of these psychological factors and group dynamics becomes the pulse of the organisation.

When we talk about agility, we’re essentially discussing adaptability – the capability to change course quickly in response to new information, challenges, or opportunities. This adaptability isn’t derived from tools or processes; it’s nurtured by the collective mindset of the organisation’s members.

Key Psychological and Group Dynamics Factors

1. Group Norms and Culture: The implicit rules, assumptions and beliefs that guide behaviour in a group can either promote or hinder collaboration. Most often, especially in big companies, such shared assumptions and beliefs hinder. A culture that values inclusivity, respect, and mutual support will likely facilitate better collaborative outcomes.
2. Trust: One of the foundational pillars of agility is trust. In an environment where team members trust each other, the flow of information is more fluid. People are more willing to share bad news early or provide candid feedback, which aids quick course correction.
3. Safety to Fail: Agility thrives in environments where individuals are not penalised for making mistakes, but rather encouraged to learn from them. The psychology of safe environments promotes experimentation, innovation, and risk-taking – all critical for agility.
4. Shared Vision and Purpose: When a group has a shared vision and understands the ‘why’ behind their actions, decision-making is streamlined. A shared purpose psychologically aligns individuals, inviting them to be more proactive and collaborative.
5. Open Communication: The flow of information and feedback loops are crucial for agility. When team members feel they can communicate openly, without fear of repercussion, they are more likely to address issues promptly, paving the way for adaptive responses.
6. Inclusion and Diversity: A diverse team brings in multiple perspectives. The varied viewpoints and cognitive approaches play a crucial role in ensuring that the team doesn’t become myopic and can adapt to a wide array of challenges.

So, Why Do We Often Overlook The Human Element?

Organisational structures and technical practices are tangible. They can be drawn on charts, implemented through software, or outlined in manuals. It’s easy to gravitate towards what’s tangible and measurable. Psychological factors and group dynamics, on the other hand, are less tangible, making them harder to define, see, measure, and manage.

Moreover, investing in the ‘soft’ aspects of organisational culture doesn’t always show immediate ROI. It requires patience, consistent effort, and commitment.

And most initiatives to deliver Agility at Scale are facilitated by left-brained engineering and software folks whose understanding of people, psychology, and group dynamics is, to be charitable, limited.

The Way Forward

While it’s essential to have effective technical practices and suitable organisational structures in place, we might choose to recognise that they are but tools in the hands of people. For an organisation to achieve true agility at scale, it must prioritise the psychological well-being and leverage healthy group dynamics among its members.

I invite you to shift your focus from the tangible to the intangible, from the external to the internal. Only by understanding and nurturing the human elements can organisations unlock unprecedented levels of agility, innovation, and success.

The ABC Difference

ABC (Agility for Big Companies) takes this message to heart. Implementing ABC means paying attention first and foremost to the psychology and groups dynamics of the organisation. From this foundation, effective technical practices and suitable organisational structures emerge. ABC avoids having the tail wag the Agility at Scale dog.