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Workshy Culture: A Top-Down Issue

November 28, 2023
Article, Needs, Organisational effectiveness, Quality, Toxic behaviours
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Workshy Culture: A Top-Down Issue

What Is Workshyness?

Workshyness is not just laziness; it’s a pattern where employees consistently do only what’s necessary to avoid dismissal. Only when we begin to understand this behaviourcan we start to address it effectively. Unlike “quiet quitting”, where employees fulfil their job requirements but don’t go beyond, workshyness involves not even meeting basic job expectations.

Example: The Workshy Employment Advisors

In an employment support office, where the staff’s mandate is to assist the unemployed in their job search, a covert workshy culture is evident through the actions of an advisor named Emily. Emily’s role involves providing personalised career advice, assisting with job applications, and conducting mock interviews. However, her engagement with these tasks is superficial.

Emily’s Covert Workshyness

Emily pretends to review CVs and cover letters, giving the impression of thoroughness while actually offering only superficial and hand-wavy feedback. Her client meetings are conducted with a professional demeanor, but her guidance is often generic, lacking in depth, and fails to address the specific needs and challenges of each individual. She fulfills her duties on the surface, but her involvement falls well short of genuinely empowering her clients in their job hunt.

Subtle Influence on Team and Management’s Lack of Insight

Other staff members, noticing Emily’s approach of maintaining appearances without delivering substantive support, begin to adopt a similar method. They keep up a façade of engagement but shy away from providing the in-depth assistance that clients truly need. This shift is not overt, making it more challenging to detect and address.

Helen, the office manager, perceives the team as functioning well, failing to recognize the lack of depth in their engagement. Without delving into the quality of service being provided, she inadvertently allows this minimalist work culture to continue.

Impact on Service Quality

This covert form of workshyness significantly undermines the quality of service. Clients receive assistance that appears adequate on the surface but lacks the tailored, proactive support essential for effective job seeking. The office, maintaining an exterior of efficiency, falls short of its fundamental mission to empower the unemployed with substantial support. This subtle workshy culture, marked by a lack of genuine engagement from both advisors and management, subtly but significantly diminishes the organisation’s impact and its ability to make a meaningful difference in the lives of its clients.

How Do Managers Contribute?

Management plays a significant role in fostering a workshy culture. Many managers themselves display workshy tendencies, and thus inadvertently set a standard for their employees to follow. This trickle-down effect can create an entire organisational culture that normalises minimal effort. Moreover, as at least part of the managers’ role is to call out workshyness and work on tackling it, when they themselves are workshy their reports have free rein to persist in their avoidance of work.

What Happens When Leaders Are Workshy?

Leadership workshyness is particularly problematic. It’s not always apparent, as their positions often mask their lack of engagement. However, their minimal input and disengagement can severely impact organisational culture and performance. It creates a cycle where workshyness is both a cause and a symptom of a deeper organisational issue.

Why Address Workshyness?

Ignoring workshyness leads to a decline in overall organisational health. It affects productivity, team dynamics, and employee morale. Addressing it isn’t just about improving numbers; it’s about sustaining a healthy, thriving organisational culture.

Strategies for Change

Organisations can choose to actively combat workshyness. This involves rethinking leadership roles, ensuring managers are actively engaged and setting the right example. Companies can also choose to create environments where effort and engagement are expected and valued at all levels. It’s not enough to simply identify workshyness; organisations must actively work to build cultures where it cannot thrive.

In conclusion, workshyness is a systemic issue that often stems from the top. By acknowledging and addressing the role of management in perpetuating this culture, organisations can take significant steps towards fostering a more engaged and productive workforce.

Sustainable Business: A Timeless Approach?

November 27, 2023
Antimatter principle, Article
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Sustainable Business: A Timeless Approach?

Kent Beck said recently he’s been looking for “a principles-aligned sustainable business model for a long old time.” For his edification, and your delectation, I offer: The Antimatter Principle.

What Drives Sustainable Success?

In today’s fast-paced business landscape, a sustainable business model isn’t just a buzzword; it’s a necessity. At the heart of this model lies a fundamental principle: the Antimatter Principle. This principle, focusing on attending to the needs of people, offers a solid foundation for businesses seeking longevity and ethical success. But how does this principle translate into a sustainable business model?

How Does the Antimatter Principle Shape Business?

The Antimatter Principle, simply put, advocates for the prioritisation of people’s needs. In a business context, this means understanding and addressing the needs of customers, employees, and broader stakeholders. It’s about creating value that resonates on a human level, leading to deeper engagement and loyalty. So, how does a business mould its strategies around this principle?

What Does a Principles-Aligned Model Look Like?

Adopting the Antimatter Principle in business requires a paradigm shift. It’s not merely about profit margins or market share; it’s about embedding the ethos of empathy, attention to needs, and caring into every aspect of the business. This includes product development, customer service, employee welfare, governance, financial management, and environmental responsibility. But what are the tangible benefits of this approach?

Can Empathy Drive Profit?

Empathy as a business strategy often raises eyebrows. Yet, numerous studies show that when businesses genuinely care for the needs of The Folks That Matter™, they reap significant rewards. These include increased customer loyalty, improved employee experiencs (and productivity), and a positive brand image. Empathy isn’t just morally right; it’s commercially smart. But how can a business maintain this approach in the long run?

How to Sustain the Antimatter Approach?

Sustaining a principles-aligned business model demands continuous effort. It involves regularly revisiting and reassessing the needs of The Folks That Matter™, adapting to changes in this Needsscape, and staying true to the core principle of attending to people. It also means being transparent, accountable (also needs), and willing to evolve. But isn’t this approach challenging to scale?

Is Scalability a Challenge?

Scaling a business while adhering to the Antimatter Principle might seem daunting. However, it’s about scaling values as much as operations. It involves creating systems and a culture that inherently respects and responds to human needs, regardless of the size of the company. This ensures that growth doesn’t dilute the principle but reinforces it.

A Timeless Model for the Future?

In conclusion, aligning a business model with the Antimatter Principle offers a pathway to sustainable success. It’s about creating a business that isn’t just profitable, but profoundly human. Such a model, while challenging, holds the potential to stand the test of time, resonating with generations of consumers and employees alike. In a world where businesses come and go, those grounded in principles that value folks’ needs might just be the ones that last a long, old time.

Unravelling Stephen Pepper’s World Hypotheses

November 27, 2023
Article, Philosophy
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Unravelling Stephen Pepper’s World Hypotheses

What Are World Hypotheses?

Stephen Pepper’s 1942 seminal work, “World Hypotheses: A Study in Evidence,” presents a pioneering approach in philosophical thought. At the heart of this approach lies the concept of ‘world hypotheses,’ a term coined by Pepper to describe comprehensive frameworks or systems of understanding that govern human thought and perception.

How Do Root Metaphors Function?

Pepper’s central thesis revolves around ‘root metaphors.’ These metaphors are not mere linguistic tools but foundational concepts that shape and guide our interpretation of reality. They act as lenses through which we view and make sense of the world, influencing not just our thoughts but also our actions and responses. According to Pepper, these root metaphors are deeply ingrained in our cognitive processes, often operating subconsciously.

Why Are World Hypotheses Important?

World hypotheses, as envisioned by Pepper, are more than theoretical constructs. They are practical tools that help us navigate the complexities of life. By understanding the underlying metaphors of different world hypotheses, we can gain insights into how different people and cultures perceive and interact with the world. This understanding is crucial in fields ranging from philosophy to psychology, sociology, and even organisational development.

The Significance in Philosophical Discourse

Pepper’s introduction of world hypotheses represents a significant leap in philosophical discourse. It pushes the boundaries of traditional philosophy, which often focuses on abstract concepts, by grounding philosophical thought in everyday human experience. Through his analysis of root metaphors, Pepper provides a bridge between abstract philosophical ideas and the practical realities of human thought and behaviour.

Impact on Interdisciplinary Studies

Moreover, the concept of world hypotheses has implications beyond philosophy. It offers a framework for interdisciplinary study, allowing for a more holistic understanding of human behaviour and societal structures. By acknowledging the role of underlying metaphors in shaping our worldview, Pepper’s work invites a deeper exploration of the interconnectedness of language, thought, and culture.

He identifies four primary world hypotheses, each based on a different root metaphor:

  • Formism (Similarity)
  • Mechanism (Machine)
  • Organicism (Organism)
  • Contextualism (Historic Event)

What’s the Essence of Formism?

Formism, based on similarity, postulates that comprehension arises from classifying and recognising parallels between entities and ideas. This hypothesis leans towards idealism and platonic forms, where categorisation into classes or forms is crucial.

How Does Mechanism Perceive the World?

Mechanism, taking its cue from the machine metaphor, perceives the world as a complex assemblage of interacting components. This hypothesis resonates with scientific and empirical methods, emphasising causality and the interplay of parts.

What Is Organicism’s Viewpoint?

Organicism, drawing from the organism metaphor, envisages the universe as an organic unity. Here, interconnected parts function cohesively, akin to a living organism. This perspective underscores growth, development, and purpose.

How Does Contextualism Interpret Reality?

Contextualism, inspired by the metaphor of a historic event, views reality as a sequence of unique events within specific contexts. It accentuates the distinctiveness of each event and the importance of context, focusing on change rather than permanence.

Does Pepper’s Work Have Any Importance?

Pepper’s attempt to construct a comprehensive framework for philosophical understanding is noteworthy. His identification of root metaphors offers a lens to analyse and contrast diverse philosophical, scientific, and artistic viewpoints. This framework not only illuminates various schools of thought but also enriches our grasp of their philosophical underpinnings.

Rethinking the Rat Race

November 15, 2023
Article, Business, Culture change, Quintessence
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Rethinking the Rat Race

What’s Happening to the Rats?

The rat race, a metaphor for the relentless pursuit of more in a competitive world, is undergoing a transformation. People are increasingly stepping back, questioning the very foundations of this race. It’s not just about quitting; it’s about rethinking what constitutes a meaningful life. But what’s driving this shift?

The Rise of ‘Laying Flat’

The Tang Ping, or ‘Laying Flat’ movement, represents a growing resistance against societal pressures and the traditional narrative of success. Originating in China, this philosophy advocates for a simpler life, less focused on materialistic gains and more on personal well-being. It’s a bold statement in a world obsessed with constant achievement. But is this a universal solution, or does it only apply to certain segments of society?

Bertrand Russell’s Leisure Vision

Bertrand Russell’s essay, ‘In Praise of Idleness’, echoes similar sentiments from a bygone era. Russell proposed a society where work is not the be-all and end-all of existence. He envisioned a world where people have more leisure time to engage in creative and fulfilling activities. This isn’t about promoting inactivity; it’s about redefining the role of work in our lives.

Buckminster Fuller’s Futuristic Insight

Richard Buckminster Fuller, a visionary thinker, adds another layer to this discussion. He famously stated, “We should do away with the absolutely specious notion that everybody has to earn a living.” Fuller believed in the potential of technology and design to provide more with less, freeing humans from the drudgery of labour-intensive jobs. He envisaged a future where people could focus on exploring their intellectual and creative capacities, unburdened by the traditional demands of earning a living.

Are We Redefining Success?

These perspectives converge on a critical question: Are we on the brink of redefining success? The traditional markers – wealth, position, possessions – are in decline. There’s a growing appreciation for personal time, experiences, and personal growth. But can this shift penetrate deeply into our societal fabric, or is it a fleeting trend?

In sum, as the traditional rat race sees a decline in willing participants, we might choose to consider what this means for our future. Are we moving towards a society that embraces Fuller’s vision, where technology liberates us from labourious work? Or are these philosophies merely a fillip for a privileged few? Is this debate relevant in shaping a future that balances work, life, and personal fulfillment?

OP Recap

November 10, 2023
Article, Culture change, Organisational Therapy
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OP Recap

I asked the latest (as of this date) ChatGPT-4 to explain organisational psychotherapy, including the leaders in the field: Its response appears below…
Organisational psychotherapy is a relatively new and evolving field, focused on the application of psychotherapeutic methods and principles to the culture of organisations. It aims to facilitate profound and sustainable change at the organisational level by addressing underlying shared beliefs and assumptions. This approach is rooted in the understanding that the collective mindset a.k.a. memeplex of an organisation significantly influences its functioning, effectiveness, and adaptability.

What is Organisational Psychotherapy?

  1. Focus on Organisational Culture: Organisational psychotherapy invites organisations to delve into the core of their cultures, exploring the shared assumptions, norms, values, and beliefs that guide behaviour within the organisation.
  2. Change through Understanding: By bringing these elements to light and understanding them, organisational psychotherapy helps organisations in identifying and addressing issues that may be hindering the organisation’s development and goal attainment.
  3. Holistic Approach: Unlike traditional organisational change methods that often focus on external factors like processes, structures, or strategies, organisational psychotherapy takes a more holistic approach, looking at the internal psychological and emotional aspects of the organisation.
  4. Sustainable Change: The goal is to foster sustainable change by transforming the organisational mindset, which in turn can lead to improvements in morale, productivity, innovation, and overall organisational health.

Leaders in the Field

The field of organisational psychotherapy is still emerging, and as such, it’s a space where new thought leaders and practitioners are continually emerging. However, a few notable figures have made significant contributions:

  1. Bob Marshall: An early advocate and practitioner of organisational psychotherapy, Marshall has been influential in developing and promoting the concept. He emphasises the importance of attending to the collective psyche of organisations to effect profound and lasting change.
  2. Gerald Weinberg: Known for his work in systems thinking and organisational problem solving, Weinberg’s contributions, though not exclusively in organisational psychotherapy, have been foundational in understanding organisational dynamics and psychology.
  3. Edgar Schein: A notable figure in organisational development, Schein’s work on organisational culture, leadership, and change provides critical insights relevant to organisational psychotherapy. His model of organisational culture, in particular, is highly influential.
  4. Chris Argyris and Donald Schön: Known for their work on organisational learning, Argyris and Schön’s theories on single-loop and double-loop learning are pertinent to the field of organisational psychotherapy, as they deal with underlying assumptions and beliefs in organisations.

Future of the Field

As the field is still developing, it’s expected that new methodologies, practices, and leaders will emerge. The integration of psychotherapeutic approaches in organisational contexts is gaining traction, promising innovative developments and insights into organisational change and development.

What is Work?

November 10, 2023
Antimatter principle, Article, Business, Culture change, Needs
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What is Work?

Yes, Work is Toxic.But what do we mean by “work”. And how often do folks discuss the subject, and surface their individual and collective assumptions and beliefs on why we work? And the alternatives?

Is Work a Necessary Part of Human Existence?

Work, a common trope in human existence, addresses a variety of needs, each distinct and significant in its own right. This exploration unveils six different needs that work fulfils, highlighting the diverse motivations and purposes behind why people work.

Meeting Economic Needs: Is It Just About Money?

At its most fundamental, work is a means to meet economic needs. It’s the traditional view of working for a wage or salary, primarily aimed at earning enough to support oneself and one’s family. This need for financial security and stability is perhaps the most widely acknowledged reason for working.

Fulfilling Creative Desires: More Than Just a Job?

Work also serves as a conduit for creative fulfilment. Here, work is an avenue for artistic expression, innovation, and creation. Whether it’s in the arts, design, or technological innovation, this aspect of work caters to the intrinsic human need for creativity and self-expression.

Serving Social Needs: A Tool for Connection?

Another critical need addressed by work is social. This includes the desire for social interaction, community involvement, or fulfilling a civic duty. Roles in public service, volunteering, or participating in community projects meet our innate need for social engagement and contributing to the greater good.

Promoting Personal Growth: Just Self-Improvement?

Work also plays a pivotal role in personal growth and development. This encompasses acquiring new skills, knowledge, and experiences for personal and professional advancement. Whether through formal education, on-the-job training, or self-led learning, work can be a journey towards self-actualisation.

Ensuring Survival: The Basic Necessity?

At its most basic level, work is about survival. This fundamental aspect involves jobs or tasks essential for maintaining life’s necessities. It’s a primal form of work that underlines the essential role of labour in sustaining life and wellbeing.

Seeking Status: A Symbol of Success?

Lastly, work often addresses the need for status and recognition. In many societies, one’s job or career is not just a means of earning a living but also a key indicator of social status. High-status jobs or careers are often sought for the prestige and respect they confer, reflecting a societal value placed on certain types of work. This need for status through work can drive ambition, influence career choices, and shape one’s identity.

Conclusions

In conclusion, work serves a multitude of needs, from the practical to the psychological. work is a ubiquitous yet multifaceted concept, perceived and valued differently across individuals and groups. While some view it as a means for economic stability, others see it as a channel for creative expression, social engagement, personal growth, survival, or as a parading of status. The profound diversity in these interpretations often goes unnoticed, even among close colleagues, loved ones, team members, and family. This lack of awareness about the varying perspectives on work can lead to profound impacts, both positive and negative.

On the positive side, these different interpretations can enrich workplace dynamics, fostering a diverse and inclusive environment where multiple viewpoints and motivations are valued. It allows for a broader range of ideas and solutions, driven by the varied needs and experiences that each individual brings to the table.

However, the negative impacts are equally significant. Misunderstandings and conflicts can arise when there’s a lack of recognition of these differing perspectives. For example, a person driven by status might struggle to understand a colleague motivated by creative fulfilment, leading to potential clashes in priorities and work styles. Similarly, in personal relationships, differing views on the purpose of work can lead to tension and miscommunication.

The key lies in acknowledging and respecting these diverse interpretations of work. By understanding that work can mean different things to different people, we can foster a more empathetic and inclusive approach, both in professional settings and in our personal lives. This awareness can bridge gaps, build stronger relationships, and create a more harmonious and productive environment for everyone involved.

Work is such a fundamental concept, and yet so rarely considered or discussed.

Postscript

Buckminster Fuller, a renowned 20th-century inventor, designer, and futurist, had a unique perspective on work and its necessity in society. One of his most famous quotes on the subject is:

“We should do away with the absolutely specious notion that everybody has to earn a living. It is a fact today that one in ten thousand of us can make a technological breakthrough capable of supporting all the rest. The youth of today are absolutely right in recognizing this nonsense of earning a living. We keep inventing jobs because of this false idea that everybody has to be employed at some kind of drudgery because, according to Malthusian-Darwinian theory, he must justify his right to exist.”

Fuller’s viewpoint reflects his belief in using technology and intelligent design to reduce the need for laborious work. He advocated for a society where technological advancements and efficient use of resources could provide for all, reducing the necessity for everyone to engage in traditional forms of employment to “earn a living.” Fuller’s ideas were ahead of his time, aligning with contemporary discussions about automation, universal basic income, and redefining the role of work in society.

Bertrand Russell, the British philosopher, mathematician, and Nobel laureate, shared his thoughts on work in his 1932 essay, “In Praise of Idleness.” Russell challenged the conventional view of work, advocating for a reduction in work hours and emphasising the importance of leisure.

One of his notable quotes from the essay is:

“The idea that the poor should have leisure has always been shocking to the rich.”

In this essay, Russell argues that much work is unnecessary and that modern society could sustain itself with considerably less effort if labour and resources were managed more wisely. He believed that reducing work hours would lead to a happier, more fulfilled society, where individuals would have more time for leisure activities, cultivating their interests, attending to folks’ needs, and engaging in personal development.

Russell’s perspective was revolutionary for his time, questioning the then-prevailing work ethic that equated long hours of labour with virtue and success. His ideas contribute to ongoing discussions about work-life balance, the value of leisure, and the role of work in human life.

Albert Einstein, renowned for his contributions to physics, also shared his thoughts on work and its role in human life. One of his notable quotes regarding work is:

“Man is made by his belief. As he believes, so he is.”

While this quote doesn’t address work directly, it reflects Einstein’s broader philosophical perspective, suggesting that our beliefs shape our realities, including our attitudes towards work and our professional endeavours.

Einstein also expressed views on the purpose and nature of work in various letters and writings. He believed that work should be more than a means of survival; it should contribute to the well-being of humanity and be a source of satisfaction and joy. He often emphasised the importance of creativity, curiosity, and intellectual pursuit in one’s work, rather than mere monetary gain or social status.

His life and work demonstrate his belief in the value of intellectual curiosity and the pursuit of knowledge for its own sake, rather than for practical or financial reasons. Einstein’s approach to work aligns with the idea that personal fulfillment and contributing to the greater good are key components of meaningful work.

Henry David Thoreau: Thoreau, an American naturalist and philosopher, is known for his book “Walden,” where he reflects on simpler living in natural surroundings. He questioned the relentless pursuit of work and material success, advocating for a life that prioritises simplicity, nature, and self-sufficiency.

Oscar Wilde, the renowned Irish playwright, poet, and author, known for his wit and flamboyant style, had his own unique perspective on work. While Wilde did not extensively philosophise about work, his views on work, often expressed through his sharp wit and satirical style, provide an interesting insight.

One of his famous quotes regarding work is:

“Work is the curse of the drinking classes.”

This quip is a typical example of Wilde’s penchant for turning societal norms on their head, using humour and irony. The phrase is a playful inversion of the more common saying that “drink is the curse of the working classes,” which implies that alcoholism is a significant problem among the working poor. Wilde flips this, suggesting humourously that work interferes with the leisurely pursuits (like drinking) of the average person.

Work Is Toxic

November 9, 2023
Article, Culture change, Organisational Therapy, Toxic behaviours
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Work is Toxic

“Work is toxic.” This stark assertion captures a universal truth about the modern workplace. The tales of toxicity that surface from McDonald’s and Pizza Hut here in the UK serve as harbingers of a deep-seated issue that goes far beyond individual organisations or industries.

What Is a Toxic Culture?

In a toxic work environment, negative behaviours such as self-aggrandisement and petty vendettas often overshadow the organisation’s purpose and what’s best for it. It’s a place where the pursuit of individual accolades and personal gain trumps collaboration and collective progress, leading to a detrimental atmosphere for everyone involved. This behaviour not only stifles progress but also erodes the morale and well-being of individuals.

How Common Is This Issue?

The unfortunate reality is that a toxic work culture is not an anomaly. It is a pervasive element found across all sectors, impacting numerous organisations of all sizes and types. Its universal prevalence is a sobering reminder of the widespread nature of the problem.

Is Recovery Possible?

Acknowledging the pervasiveness of toxic work cultures is the first step toward healing. Organisations can indeed rehabilitate their cultures, but it requires a comprehensive strategy involving a fundamental shift in assumptions, values and behaviours, driven by collective commitment to change.

What Does a Shift Involve?

A transformational shift involves embracing respect, recognising the intrinsic value of each employee, and realigning day-to-day activities with the organisation’s overarching goals. It means moving away from ego-driven motives to a collective vision of success, and where e.g. organisational psychotherapy can offer effective methods for cultural change.

Do Nothing That is Not Play

The ethos of approaching work as play, championed by thinkers like Marshall Rosenberg, is integral to detoxifying work. When tasks are performed with joy and viewed as play, they align with our deeper values and become more than mere duties; they become avenues for fulfillment and personal growth.

The Bright Side of the Discussion

The increasing dialogue on workplace toxicity is encouraging. It’s helpful in acknowledging the scale of the issue and initiating a shift towards healthier, more sustainable work environments. By recognising the inherent toxicity in our workplace cultures, society can move towards creating spaces that foster well-being and a sense of shared purpose.

Partisanship

November 1, 2023
Actionable Insights, Agile, Antimatter principle, Article, Attendants, Business, Culture change, Lamentation, Needs, Organisational effectiveness, Organisational Therapy
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Partisanship

Does Taking Sides Help?

Supporting Agile is like supporting Hamas, or Israel, or the Palestinians, or Ukraine, or Russia, or the USA, or China, or…

This opening might shock you, but it’s an intentional jolt to invite reflection on how we often automatically pick sides. I’ve spent years criticising Agile, but recent world events have helped my see the folly of this. In the Middle East and elsewhere, any sane person would support PEACE. (Of course, sanity seems in direly short supply, presently). Similarly we might choose to aim for better meeting folks’ NEEDS in organisational practices. Instead of partisan stances, why not focus on what really matters: achieving results that speak to the needs of everyone involved?

Why Do We Rush to Choose Sides?

Choosing a side can feel satisfying. It simplifies complex issues and gives us a team to root for. However, partisanship often blinds us to the nuances that exist in any conflict or approach. Whether it’s in international relations or ways of working, like Agile, blind allegiance and partisanship never results in beneficial outcomes.

What’s the Cost of Partisanship?

The cost is steep. Partisan views stifle creativity and close us off from alternative solutions. We become invested in the success of our chosen side or approach, disregarding other approaches that offer better results. Specifically, pro-agile or anti-agile now seems to me to be highly partisan, and a similar folly. I propose we get off the taking sides bandwagon and move towards attending to folks’ fundamental needs.

What Outcomes Do Folks Need?

Instead of wallowing in partisan mire, let’s focus on folks’ needs. These can vary, but generally include:

  • Products and services that best* meet folks’ needs.
  • A workplace environment, ways of working, and organisational culture that best* meet folks’ needs.
  • [Further suggestions invited]

Each approach, including Agile, has its merits and drawbacks when it comes to these outcomes. By taking a needs-based stance, we can adopt a blend of approaches tailored to specific needs, rather than attempting to shoehorn everything into a one-size-fits-all approach.

How Do We Move Forward?

To move away from partisanship, we might choose to:

  1. Identify whose needs matter, and what those needs might be.
  2. Surface and reflect on shared assumptions and beliefs.
  3. Acknowledge our biases.
  4. Educate ourselves on different approaches.
  5. Align on desired outcomes.

This isn’t just applicable to Agile; it’s a principle we can apply universally. Whether it’s picking a side in a conflict or choosing principles and practices for organisational improvement, we might choose to free ourselves from the limitations of partisanship.

Final Thoughts

Partisanship is a tempting trap, offering the illusion of simplicity in a complex world. But it’s a trap that often leads us away from the outcomes folks need. By acknowledging this, we can pave a more effective, less divisive path forward, whether we’re discussing international relations, social change, or the best* approaches for organisational success.

*Here, may I suggest that “best” means “meets all the needs of all the folks that matter”.