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How Useful is a Disengaged or Demotivated Developer?

July 20, 2023
Antimatter principle, Article, Culture change, Empathy
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How Useful is a Disengaged or Demotivated Developer?

In the bustling maelstrom of software development, a keyelement for success is a team of engaged, motivated, and passionate developers. They are the lifeblood of any tech-oriented organisation, breathing life into abstract concepts and converting them into tangible products or services. However, quite often, companies will encounter a paradox in the form of disengaged or demotivated developers. What value, if any, can they bring to the team, and how does their disengagement affect the broader organisation? Let’s unpack this conundrum.

Understanding Developer Disengagement

The first step in this discussion is to understand what we mean by a disengaged or demotivated developer. This refers to programmers or software engineers who have ceased to have interest or enthusiasm in their work. Such developers exhibit lower productivity, lack of innovation, and may create a negative influence within the team.

Reasons for disengagement or demotivation can vary greatly – ranging from personal issues, lack of challenge or growth opportunities, to unsatisfactory management or team dynamics. Whatever the cause, the effect is a noticeable dip in productivity and, ultimately, the quality of work.

The Implications of Disengagement

Disengagement is often infectious. A demotivated developer can impact the morale of an entire team, decreasing overall productivity and possibly leading to increased turnover, Furthermore, deliveries may suffer in terms of timelines, budget, and quality of output. This, in turn, can lead to customer dissatisfaction and potential loss of business.

From this perspective, a disengaged developer seems like a detriment to the team and the organisation as a whole. So, can such a developer be ‘useful’? The surprising answer is – yes.

The Silver Lining: Disengagement as a Catalyst for Change

While disengagement and demotivation can be harmful, they also have the potential to spur necessary changes in management behaviour within an organisation.

  1. A Mirror to Organisational Flaws: Disengagement often signals deeper issues within the team or organisation. A demotivated developer might be a symptom of wider organizational problems, such as poor management, lack of clear career progression, or an unhealthy work culture. Recogniding this can prompt introspection and catalyse changes to rectify these systemic issues.
  2. Insight into Employee Needs and Desires: A disengaged developer can provide valuable insights into the desires and needs of the team. Perhaps they seek more challenge, better relationships, or more collaborative environments. Understanding the reasons for their disengagement can be a positive step in improving team morale and productivity.
  3. Prompt for Innovation: Disengagement can also stimulate innovation. If a developer is demotivated because they find their work monotonous, it might be a signal to introduce improvements. This can not only boost motivation but also increase productivity and drive innovation.

Leveraging Disengagement for Positive Change

Clearly, it makes sense to address developer disengagement and work to maintain high levels of motivation. However, when faced with disengaged or demotivated developers, instead of viewing them as a problem, we might choose to consider it an opportunity for growth and improvement.

How about engaging in open, empathetic dialogue to understand their needs and take action to attend to those needs? It may be a case for introducing more robust employee engagement programs, revising the way the work works, or even improving shared assumptions and beliefs about general causes of disengagement and means to tackle that.

Summary

In conclusion, while a disengaged developer may appear to be a burden, they can serve as a useful instrument for recognising and addressing underlying issues within the organisation. Ultimately, it’s all about perception. The challenge lies in converting potential negatives into positives and leveraging them for the betterment of the team and the organisation as a whole.

Ploughing the Lonely Furrow

July 20, 2023
Article, Fellowship
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Ploughing the Lonely Furrow

Once upon a time, there was a soul, just like any other. But unlike many, it had a unique passion – a fascination, if you will – with the quality of the experience of work. A seemingly mundane subject, yet one with profound and far-reaching implications on individuals’ lives, mental health, flourishing, and on society as a whole.

As someone who has dedicated a significant part of my life to understanding, advocating, and seeking to contrive better work experiences, the furrow I plough often feels lonely. The interest in this field – quite ironically – seems scarce, and the resulting solitude has led to contemplation, revelation, and a quest for connection.

The Value and Impact of Work

Before diving into the exploration of my journey, it’s worth clarifying why I feel the quality of how we experience work matters. Work, in essence, shapes our lives. The nature of our work, the environment in which we perform it, and the people with whom we share it significantly impact our mental health and well-being.

A positive work experience fosters personal growth, confidence, and a sense of purpose. It aids mental health, enabling individuals to navigate life’s challenges more joyfully. Conversely, negative work experiences lead to stress, anxiety, and burnout, significantly impairing individuals’ overall quality of life and potential to flourish.

Furthermore, work is not an isolated activity. It permeates into society, influencing everything from economic prosperity to societal cohesion and collective mental health. The very fabric of our communities hinges on the quality of our work experiences.

Ploughing the Lonely Furrow

Despite the evident importance of the work experience, my attempts to connect with like-minded individuals have often been futile. The world is teeming with those who participate in work but few pause to think about its qualitative aspect. Yet, in that vast crowd, finding a kindred spirit feels akin to finding a needle in a haystack.

Over the years, I have initiated conversations, organised forums, and written extensively about the profound effects of work quality. Yet, the echoes reverberate in an empty room, the forum seats remain vacant, and the written words fall on deaf ears.

But in vain? I think not.

A Struggle Worth Making

The lack of response may seem discouraging, but the belief in the importance of the cause sustains my spirit. Each unanswered call is not a signal of defeat, but a prompt to articulate the message better, reach out further, and strive harder. If the struggle for a better work experience, a better society, and a better human experience is a lonely furrow, it is indeed a furrow that to me seems worth ploughing.

The Quest Continues

For those out there who share this fascination, who understand the profound impact of our work experiences on our lives, who recognise the intrinsic relationship between our work experiences and our collective mental health and societal wellness, know this – you are not alone. It may seem that our voices are lost in the cacophony of the world, but they are there, resonating, waiting to be heard.

If this call resonates with you, reach out. Let’s plough this furrow together. The road may be less traveled, but the journey becomes less lonely when shared. After all, the quest for quality work experiences, for a better world, is not just about the destination—it is about the journey, the shared understanding, and the connections formed along the way.

The quality of our work experiences matters. It matters for individuals, for society, and for our collective future. So here I am, resolutely ploughing my lonely furrow, hoping to find others on the same path. Are there any others? I certainly hope so.

And to them, I say: the field is vast, and the furrow is lonely, but the yield can be abundant. Let us sow these seeds together and reap a harvest of flourishing lives and a healthier society. Together, I believe we can turn this lonely furrow into a well-trodden path leading towards a better work experience, a better life, and a better world.

The Paradox of Seeking and Benefiting from Help

July 19, 2023
Article, Culture change
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The Paradox of Seeking and Benefiting from Help

As humans, interdependence is a fundamental truth that shapes our lives. Despite this, the process of seeking help – a natural extension of our interdependence – often becomes a daunting, seemingly insurmountable hurdle. Indeed, many individuals and organisations struggle with asking for help, and even more so, with benefiting from the help offered.

Why is this the case? Let’s break down this paradoxical behaviour and discuss potential solutions.

Individual Resistance: The Fear of Asking for Help

Humans are social creatures, wired for cooperation and interaction. However, when it comes to asking for help, a peculiar resistance tends to surface. Often, the fear of appearing vulnerable, incompetent, or dependent leads to avoidance of seeking assistance. This avoidance can be further compounded by the fear of rejection or imposition.

This resistance doesn’t just stem from personal emotions but also cultural values. In societies that value independence and self-reliance, asking for help can sometimes be seen as a sign of weakness rather than a natural part of human interaction.

Organisational Roadblocks: Seeking Help at Scale

This struggle amplifies when it comes to organisations. The hierarchies, bureaucracies, and cultural nuances inherent in organisations often make it even more challenging to ask for help. Misconceptions around asking for help can impact an employee’s career progression, lead to fear of judgment, and consequently, create a culture where help-seeking is discouraged.

Moreover, larger organisations face structural obstacles that hamper open communication. The vast number of levels, divisions, and specialisations can result in siloed knowledge, making it hard to identify who to ask for help or where to find the required expertise.

The Greater Challenge: Benefiting from Help

Ironically, once help is sought and offered, individuals and organisations find themselves facing an even bigger challenge – benefiting from the help received. Egos, biases, and preconceived notions – both individual and shared assumptions and beliefs – often cloud our ability to accept and effectively use the assistance provided.

Individuals may reject or selectively ignore advice that contradicts their beliefs, creating a cognitive dissonance that hinders the assimilation of new information. In organisations, the existence of differing perspectives and the not-invented-here syndrome – a tendency to reject external solutions in favor of internally developed ones – can deter the effective use of external help.

Bridging the Gap: Creating a Culture of Help-Seeking and Acceptance

The first step in addressing these issues is acknowledging them. Individuals might come to regard asking for help not as a sign of weakness, but as a testament to their courage, humility, and commitment to personal growth.

Organisations might choose to cultivate a culture that not only encourages help-seeking but also fosters an environment where advice and support can be effectively used. This can be achieved by implementing strategies that facilitate open communication, collaborative problem-solving, and active learning.

Training programs focused on enhancing interpersonal and communication skills, promoting empathy, and reducing judgment can also help create a more conducive environment for help-seeking and use of resultant help.

Moreover, role models have a critical part to play. Folks who are open about their own needs for help and who actively benefit from the assistance offered set an example for others to follow. Their behavior sends a powerful message that help-seeking is valued and rewarded, thus dismantling the fear associated with it.

Conclusion

In conclusion, the struggle with seeking and benefiting from help is real and multifaceted. It ‘s a deeply ingrained behaviour with which both both individuals and organisations grapple. But by fostering an environment of openness, mutual respect, and ongoing learning, we can overcome these hurdles, making the process of seeking and benefiting from help a natural and effective part of our personal and professional lives.

Adopting New Ways of Working – DfEA and DfE

July 19, 2023
Article, Business, Capability development, Culture change
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Adopting New Ways of Working – DfEA and DfE

Design for Ease of Adoption and Design for Evolution

Introduction

The concepts of “Design for Ease of Adoption (DfEA)” and “Design for Evolution (DfE)” form the core of any effective approach to adopting new ways of working in large organisations.

Design for Assembly (DfA) – An Overview

In the manufacturing sector, Design for Assembly (DfA) concentrates on focusing product design on easier, quicker, and more cost-efficient assembly. Principles of DfA guide the creation of products that are simple to assemble, thus minimising the complexity, time, and resources required in the assembly process.

Design for Ease of Adoption (DfEA) – Adapting DfA for Agile Adoptions

Drawing inspiration from DfA, DfEA aims to make the transition to agility as straightforward and efficient as possible. DfEA minimises the complexity typically associated with agile adoptions, striving to make them more approachable, practical, successful and sustainable.

Principles of DfEA

i. Ease: Taking a leaf out of DfA’s book, the central principle of DfEA is ease of adoption. Ease means lessening the cognitive load on teams and individuals, reducing the risk of disorientation, and facilitating adoption.

ii. Modularity: Echoing DfA’s notion of modularity, DfEA recommends adoption in discrete, manageable ‘modules’. This method permits gradual adoption and smoothly advances the organisation into new ways of working, avoiding overwhelm.

iii. Standardisation: Much like DfA, DfEA encourages standardisation to promote consistency across the organisation. Uniform terminology, practices, and expectations facilitate smoother adoptions and ensure everyone in the organisation comprehends and can contribute.

iv. Incremental Adoption: Inspired by the stepwise assembly process in DfA, DfEA advocates for a gradual adoption process. This approach boosts enthusiasm and engagement and allows for ongoing learning and adjustments based on feedback and experiences.

Design for Evolution (DfE)

The DfE principle steers the growth and adaptation of approaches to adopting new ways of working. Recognising the dynamic nature of the field, DfE ensures an approach remains responsive and adaptable. It concentrates on collecting feedback, learning from experiences, and making data-driven and AI-driven adjustments to continually enhance the effectiveness of the approach. This dynamic evolution keeps things relevant, resilient, and increasingly valuable over time, mitigating the risk of becoming yet another outdated adoption approach.

Conclusion

DfEA and DfE form the backbone of any adoption approach, fostering a more effective and sustainable path. By drawing upon proven principles from the manufacturing industry and the core tenets of continuous learning and adaptability, these concepts ensure that the journey towards and beyond enterprise agility is not only accessible and efficient but also aligns with the constantly evolving adoption environment.

A Widespread Confusion

July 18, 2023
Article
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A Widespread Confusion

(Everybody gets this wrong).

In the context of business, ‘methodology’ and ‘method’ are two terms often confused, though they do carry different meanings.

Method

A method refers to a specific procedure or set of procedures. It’s the ‘how’ in ‘how to do something.’ This might involve particular techniques, tools, or activities used to collect and analyse data, implement a project, or complete a specific task. For example, in market research, a method might involve conducting a survey, doing a focus group, or observing consumer behaviour.

Methodology

A methodology, on the other hand, is a system of methods used in a particular area of study or activity. It’s an overarching strategy that outlines the rationale for the use of particular methods in the context of the study. It not only includes the methods used but also the theoretical assumptions that underpin the choice and use of these methods.

So, in essence, a methodology is the theoretical framework that guides the application of methods. It describes the ‘why’ and the ‘how’ – why certain methods are chosen and how they are implemented to solve a particular problem or achieve a certain objective. It provides the overall design that guides people in choosing methods, sources, and materials.

In business, for example, “Lean” and “Agile” are methodologies that consist of a set of principles and techniques (methods) for managing production and development. These methodologies provide a framework for decision-making, problem-solving, and process optimisation. Each specific technique used within these methodologies, such as “Scrum” meetings or “Kanban” boards, would be considered a method.

Summary

So, while ‘method’ and ‘methodology’ might appear similar, remember this distinction: a method is a tool you use, while a methodology is a framework that guides the use of these tools.

The Way the Work Works

July 18, 2023
Article, Business, Capability development, Improvement
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The Way the Work Works

In business, attention is often laser-focused on results, outcomes, and delivery. We invest a significant amount of time devising strategies, developing products, and promoting our brands. However, one crucial element often remains underappreciated and underexplored – the way work itself works.This is about understanding and refining how tasks are completed, how work is organised, and how teams operate together.

Why Does ‘The Way Work Works’ Matter?

The way work is carried out can profoundly impact an organisation’s productivity, employee satisfaction, and, ultimately, its bottom line. However, we tend to overlook this, as we’re often too engrossed in achieving our immediate goals and targets, and just plain staying busy.

In the spirit of “it’s not just about the destination, it’s also about the journey,” the methods and processes through which work is executed play a critical role in shaping organisational culture and defining success. It impacts how effectively we reach our objectives, how smoothly we adapt to changing circustances and demands, and how well our employees feel valued and motivated. It also profoundly impacts costs and productivity.

The Way the Work Works is Integral to the Outcome

Every successful product or strategy is a result of a series of tasks, steps, and processes – collectively known as ‘the way work works'(also sometimes called “the system”. Understanding this can unlock potential efficiencies and improvements.

For example, if an organisation’s approach to product management is ad-hoc and unstructured, the end results may be unsatisfactory, even if the team is talented and hardworking. On the other hand, an organisation that focuses on streamlining and optimising its workflows will likely produce superior results more consistently, and more effectively.

The Human Factor

The way work works is not just about systems and processes – it also has a significant human element. It affects employee morale, job satisfaction, and retention.

Workplaces that foster a positive environment, where deliverables and other artefacts are clearly defined, feedback is encouraged, and achievements are recognised, are likely to have higher employee engagement and productivity. Conversely, a disorganised work process can lead to stress, burnout, and high staff turnover rates.

Improving ‘The Way Work Works’

So how can we ensure ‘the way work works’ is working for us, not against us? Here are some suggestions:

  1. Identify the Purpose from the Customer’s Point of View: Continually ask, “What is the purpose of this work from the customer’s point of view?” This can help ensure that all tasks and processes directly add value to the customer. Regularly reevaluating this question can help the organisation stay aligned with evolving customer needs and expectations.
  2. Empower Workers to Define Measures of Success: Encourage teams to define their own success metrics. This can lead to more meaningful measures and promote a sense of ownership among team members. The question, “What measures will we, the workers, choose and use to understand and improve our work?” can guide this process.
  3. Promote Open, Constructive Dialogue: Facilitate conversations where all team members feel comfortable expressing their thoughts and ideas. This approach can foster a more cooperative and creative work environment, and contribute to continuous improvement.
  4. Adopt a ‘Go to the Gemba’ Approach: This principle encourages leaders to go to the source to understand the work process better. By observing and understanding the day-to-day realities of the work, leaders can make more informed decisions and improvements.
  5. Monitor and Improve Flow: Continuously monitor and improve the flow of work. Flow refers to how deliverables and supporting artefacts – collectively “value” – move from inception to completion, the transitions of responsibilities, and the streamlining of the way the work works. Regular monitoring helps identify bottlenecks or interruptions that impede smooth operations, enabling timely remedial action. By focusing on improving flow, organisations can increase efficiency, reduce waste, and enhance overall productivity.

Conclusion

In conclusion, while there’s rarely any problem in focussing on our goals, it’s equally important to pay attention to the journey—the way work works. By prioritising this underappreciated aspect, we can create more effective ways of working, happier employees, and ultimately, more successful businesses.

Leveraging Auftragstaktik’s Untapped Potential

July 18, 2023
Article, Capability development, Culture change
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Leveraging Auftragstaktik’s Untapped Potential

Born within the software development industry, modern ways of developing software have propagated principles that have significantly improved productivity, collaboration, and product outcomes. Among these principles, ‘self-organisation’ and ‘decentralised teams’ stand out as transformative forces. While these software development practices have revolutionised the software sphere, their potential remains largely untapped in other business sectors. One might argue that businesses have much to learn from the military doctrine of Auftragstaktik, which echoes these principles, and from its evolution in the software space.

Embracing Auftragstaktik

Auftragstaktik, a German military doctrine, has much in common with modern software development practices. Translated as ‘mission command’, it promotes decentralisation and fosters self-organisation. The doctrine was designed to empower officers to use their judgement and take initiative, similar to the empowerment seen in modern software teams.

Self-Organisation the Auftragstaktik Way

In stark contrast to rigid, top-down hierarchies of traditional project management, Auftragstaktik endorses a way of working that encourages autonomy and collective responsibility. This is the essence of self-organisation.

A self-organising team does not mean the absence of control. Rather, control is fluid, and responsibility is shared. This environment allows team members to play to their strengths and cultivates skills across the entire team.

The Power of Decentralisation

Decentralised teams, as advocated by Auftragstaktik, distribute decision-making authority across the team rather than consolidating it at the top. This structure expedites decision-making as team members can swiftly react to challenges or changes without waiting for approval from a central authority.

Implementing Auftragstaktik Principles in Various Business Sectors

The tenets of Auftragstaktik are not solely applicable to software development or military strategies. They can bring significant benefits to a myriad of sectors, such as finance, marketing, and manufacturing.

Boosting Employee Engagement

Decentralisation and self-organisation result in increased employee engagement. When employees are entrusted with decision-making authority and responsibility, they feel more valued and motivated to deliver high-quality work.

Stimulating Innovation

In a self-organising environment, creativity and innovation flourish. A variety of perspectives come into play, encouraging collaborative problem-solving and fostering a culture of innovation.

Enhancing Customer Satisfaction

Auftragstaktik principles make businesses more responsive to customer needs. Faster decision-making and solution delivery significantly enhance customer satisfaction and loyalty.

Conclusion

The doctrine of Auftragstaktik have potential far beyond the software  industry. It could revolutionise the entire business landscape by providing the blueprint for a more engaged workforce, rapid innovation, enhanced agility, and superior customer satisfaction.

“Just Leave Me Alone to Do My Thing!”

July 17, 2023
Article, Collaboration, Community, Feedback, Product development, Software development
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“Just Leave Me Alone to Do My Thing!”

The Ubiquitous Cry Across Various Occupations and Its Implications on Collaboration and Customer Experience

I’ve many times seen a fair share of sentiments expressed by folks from various fields, and one recurring theme often surfaces: “Just leave me alone to write code!” This is a common cry from developers everywhere, highlighting a fundamental desire for solitude to focus on their craft. While the specific wording might differ, similar sentiments are echoed across several fields. Here’s a selection:

  1. Architect: “Just leave me alone to design buildings!”
  2. Graphic Designer: “Just let me create my designs in peace!”
  3. Gardener: “Just leave me alone to tend the plants!”
  4. Musician: “Just let me play my music without interruption!”
  5. Chef: “Just let me cook without interference!”

These expressions are not merely cries of frustration or appeals for solitude, but rather, they epitomise the need for creative freedom, mental space, and a conducive environment to manifest ideas into reality.

But what about the users, customers, listeners, diners – the recipients of these creative outputs?

Well, they too play a crucial role. Their feedback, whether it’s a user finding a bug in the software, a homeowner expressing preferences for a home design, a diner offering critique on a new dish, or an audience responding to a musical composition, can be instrumental in refining and enhancing the work. It’s a delicate balance – while folks need solitude for creation, they also require interaction for evaluation, improvement, and growth.

Teamwork is yet another factor, few projects are solo endeavors. Coding involves collaboration with other developers, architects work within a broader design team, chefs coordinate with kitchen staff, and musicians often play in bands or orchestras. These collaborations, despite potential clashes and disagreements, often lead to better outcomes than solitary efforts.

Recognising this balance is key to harmonizing the needs of the workers, users/customers, and teams. On one hand, folks need respect for their creative spaces and processes. They need the freedom to experiment, innovate, and express their expertise. On the other hand, others need them to be open to feedback, collaboration, and the broader perspectives that users, customers, and team members bring.

The takeaway? Let’s create environments that foster both individual creativity and collaborative synergy. Let’s respect the cry of “Just leave me alone to…”, but also remember the value of “Let’s work together on this…” and “What do you think about…?” After all, it’s through this delicate balance that we shape our built world, digital landscapes, culinary experiences, musical scores, and so much more.

The Five Dysfunctions of an Organisation

July 17, 2023
Article, Business, Improvement, Memeology, Organisational effectiveness, Quintessence
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The Five Dysfunctions of an Organisation

Organisations are intricate ecosystems with a myriad of interacting elements. However, certain dysfunctional aspects can throw a spanner in the works, hindering progress and productivity. Let’s highlight five such dysfunctions and shed light on ways to tackle them:

  1. Dysfunctional Culture: The culture within an organisation shapes its identity and modus operandi. It’s a shared set of assumptions, values, and beliefs that govern how people behave. However, when these shared elements become dysfunctional, it can manifest in the form of low trust, a fear of conflict, lack of accountability, and resistance to change. It’s like an invisible fog that muffles voices, inhibits initiative, and fosters a climate of apprehension. To dissipate this fog, it’s vital to foster a culture that values trust, views conflict as an opportunity for growth, encourages accountability, and embraces change. This journey of cultural transformation requires sustained effort, commitment, and, most importantly, exemplary leadership.
  2. Dysfunctional Strategy: A strategy acts as an organisation’s compass, pointing the way forward. However, when it becomes dysfunctional, it leads to a state of disorientation, akin to wandering in a labyrinth with no exit in sight. Goals become fuzzy, decisions seem arbitrary, and efforts appear disjointed. To navigate out of this maze, it’s crucial to ensure that a robust, clear strategy is in place, one that’s effectively communicated, understood, and embraced across all levels of the organisation.
  3. Dysfunctional Communication: Communication is the lifeblood of an organisation. When it’s dysfunctional, it can result in a fractured narrative, missed opportunities, and ineffective coordination. The atmosphere could be riddled with secrecy and hearsay, giving rise to an unhealthy ‘grapevine’ culture. To rectify this, establishing open, timely, and effective communication norms and channels is imperative. By fostering transparency through regular updates, meetings, and informal chats, a culture of openness can be cultivated.
  4. Dysfunctional Organisational Structure: Siloed operations can turn an organisation into a disjointed archipelago, with each island (department or unit) functioning in isolation. This structure can stifle collaboration and holistic thinking, resulting in disjointed efforts and missed synergies. To bridge these islands, it’s essential to promote a culture of collaboration, encourage cross-functional teams, and facilitate open communication across all departments and levels.
  5. Dysfunctional Belief in the Concept of Talent: An overemphasis on innate ‘talent’ can skew an organisation’s perspective towards personnel development and performance evaluation. This belief can lead to an underinvestment in the way the work works (“the system”) and its improvement. Moving away from this talent-centric viewpoint, we may choose to embrace systemic issues rather than “work on the 5%” (the individuals within the system).

Addressing these dysfunctions is an ongoing process requiring patience, effort, and a thoughtful, holistic approach. By recognising and actively addressing these issues, organisations can foster a healthier environment, paving the way for improved productivity and overall success.

In my book “Quintessence” I explore these dysfunctions in greater detail, plus a whole passel more. And its precursor volume “Memeology” has much practical self-help advice on dealing with them.

The Future of Agility at Scale

July 17, 2023
Agile, Alien tech, Antimatter principle, Article, Business, Capability development, Improvement, Quintessence
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The Future of Agility at Scale

Has the world of Agility at Scale got you feeling crazed by all the mendacity and false promises? Like a Zorkian maze of complex, twisty little methods and frameworks? Are you tired of cookie-cutter solutions that just don’t fit organisations’ needs? Do you wish for an approach that values principles over prescriptive practices, while respecting existing organisational structures and cultures? And yes, actually DELIVERING on its promises?

We are on the brink of unveiling a groundbreaking, open source approach that addresses these questions head-on, and we’d love your help to make its roll-out a reality. This approach, steeped in real-world experiences and collaborative wisdom, promises to empower organisations to become intrinsically agile, not just ‘do’ agile.

Our approach, uniquely designed to align with any organisation’s specific needs and context, respects existing structures and cultures, and focuses on the practical application of agility at scale. But the real power lies not in dogmatic practices or one-size-fits-all fremeworks, but in principles – guiding beacons that inspire continuous learning, adaptation, and respect for people and relationships.

Uniquely, this approach is open source. It thrives on collective wisdom, and we invite you to be a part of this journey. Yes, we are calling for enterprise agility† enthusiasts, practitioners, leaders, and teams worldwide to join us in launching and delivering this approach.

Your insights, experiences, and perspective will add to this rich melting pot, refining and evolving this approach for the betterment of all. After all, agility at its core is about people, their interactions, their ability to adapt, and their collective capacity to create remarkable value.

So, are you curious enough to look into becoming a part of this journey and helping shape the future of enterprise agility? It’s an open invitation‡, your chance to make a significant impact on how organisations navigate the complex world of agility at scale.

Stay tuned for the big reveal, and in the meantime, get ready to dive in, contribute, and be a part of an open-source agility revolution.

 

†Enterprise Agility is a comprehensive concept that pertains to an organisation’s ability to swiftly adapt, evolve, and innovate in response to dynamic business environments. It extends way beyond the implementation of agile methods in software development or project management, encompassing all areas of the organisation. This includes strategic planning, leadership, decision-making, operations, culture, and more. Organisations that demonstrate enterprise agility can rapidly respond to market changes, customer needs, technological advancements, and other external factors. They cultivate a culture of continuous learning and improvement, empowering employees at all levels to drive innovation, solve problems, and create value. In essence, enterprise agility is not just about ‘doing’ agile, but ‘being’ agile at every level of the organisation.

‡If you know me well, and are interested, then we can grant you access to the ever-growing collection of materials in our Google Docs repository. If you’re interested but don’t know me so well, then write me outlining your interest and how you might contribute. Or arrange for a chat. I look forward to your response.

 

Maximising the Amount of Work Not Done: The Power of Attendants in Tech Teams

July 15, 2023
Alien tech, Article, Attendants, Business, Community, Culture change, Needs, Organisational effectiveness, Paradigm shifts, Product development, Quintessence, Software Delivery, Software development
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Maximising the Amount of Work Not Done: The Power of Attendants in Tech Teams

The world of technology is evolving rapidly, and to keep pace, we must continually reassess how we approach our work. A concept gaining popularity in tech leadership circles is the idea of “Maximising the Amount of Work Not Done.”

Counterintuitive

While this may sound counterintuitive, it is a strategic move towards efficiency and streamlined operations. The role of the “Attendant” embodies this principle. Let’s delve deeper.

The Attendant’s role is less focused on coding intricacies and more on recognising and satisfying the needs of various stakeholders – customers, fellow team members, other teams within the organisation, senior management, and the organisation as a whole. The attendants’ goal? To find the simplest and most efficient solutions to meet these needs.

In doing so, Attendants embody the principle of maximising the amount of work not done. Here’s how:

  1. Focusing on What Really Matters: In any project, there can be a multitude of potential features, tweaks, and enhancements. However, not all are equally important or add significant value. Attendants prioritise based on the actual needs of stakeholders, focusing efforts only on work that meets genuine needs. This eliminates unnecessary tasks and promotes efficiency.
  2. Streamlining Communication: Miscommunication can lead to rework and delays. Attendants foster clear, effective communication among various parties, ensuring everyone understands the goals and requirements from the start. This reduces the chance of misunderstandings that can lead to unnecessary work and rework.
  3. Advocating for Simplicity: Attendants champion the philosophy that simplest is often best. They seek to develop solutions that meet everyone’s needs effectively without unnecessary complexity. This can drastically reduce development time, cut down on potential bugs, and increase the speed of product delivery.
  4. Preventing Over-Engineering: By maintaining a sharp focus on stakeholders’ needs and the simplest ways to meet them, Attendants help prevent over-engineering— the practice of making a product more complicated and/or feature-rich than necessary. This not only saves time and resources but also results in products that are easier to use and maintain.

Game Changer

Embracing the Attendant’s role and their commitment to maximising the amount of work not done can lead to more efficient, streamlined operations. It brings a focus on delivering value quickly and eliminating tasks that do not directly contribute to meeting stakeholders’ needs. In a rapidly evolving tech landscape, this approach is a game-changer.

The Powerful Role of Attendants: Meeting Needs with Simple Solutions!

July 15, 2023
Antimatter principle, Article, Attendants, Careers, Needs
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The Powerful Role of Attendants: Meeting Needs with Simple Solutions!

Hey there, future changemakers! Today, we’re going to chat about a super cool role in the tech industry that’s shaking things up. It’s called the “Attendant,” and it’s all about moving beyond just technical stuff to refocus on understanding and meeting people’s needs. Intrigued? Let’s get into it.

Often, when we talk about tech roles, we picture folks who speak the complex language of software coding and build all kinds of exciting products. However, the role of the Attendant brings a fresh approach to the table. It’s less about writing code and more about getting to know what people need from these products.

In the past, the focus in tech was mainly on the technical bits and pieces. Sometimes, this meant they didn’t fully grasp what users, other teams, or the whole company really wanted from their products. Imagine it’s like buying a new car without asking your partner what features he/she’d need from it.

That’s where the magic of Attendants comes in. They’re not just the messengers; they’re the problem solvers, the needs fulfillers. Their job? To focus on everyone’s needs and to find the simplest possible solutions to meet these needs. Sometimes this might mean software, but often as not, not. They’re like the architects of solutions that everyone can understand, use and love.

Now, don’t get it twisted – being an Attendant doesn’t mean you’re any less important or skilled than those who focus on the purely software aspects. On the contrary, Attendants are superheroes in their own right. They’ve got top-notch communication skills, a deep understanding of people’s needs, problem-solving abilities, technical chops, and a ton of empathy.

So, what’s the big deal about being an Attendant? This role is all about truly understanding what people actually need, and then creating *simple* solutions to fulfill those needs. They’re the solution-builders who consider what everyone needs, not just what can be done with technology. And who knows, this could be a role you’d like to explore in your future? If you’re interested in a job that mixes understanding people and finding the simplest solutions, this might be the perfect path for you.

Bertrand Russell’s Radical Notion in ‘In Praise of Idleness’

July 14, 2023
Article, Culture change, Paradigm shifts, Writing
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Defying Convention: Bertrand Russell’s Radical Notion in ‘In Praise of Idleness’

In a world where a person’s value is often tied to their productivity, Bertrand Russell dared to challenge this notion. What if, instead of racing relentlessly on the hamster wheel of work, we embrace idleness? What if leisure, not labor, holds the key to a fulfilled and balanced life?

Bertrand Russell, the renowned British philosopher, logician, and Nobel laureate, was never one to shy away from controversy or unconventional ideas. In his provocative essay, ‘In Praise of Idleness‘, Russell takes on one of society’s most deeply entrenched beliefs: the intrinsic virtue of hard work. In a radical departure from traditional wisdom, he advocates for a balanced society where leisure and idleness are not shunned but celebrated. Russell, with his genius for incisive thought and elegant prose, presents a potent argument that compels us to re-evaluate our perspectives on work, leisure, and their roles in our lives.

A Broader Business Education

July 14, 2023
Article, Business, Quintessence
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A Broader Business Education

In a world where the word “disruption” is rapidly becoming an understatement, it’s apparent that the modern business landscape is vastly different from what many traditional business school curricula might imply. We live in an era where innovation and adaptation are the keys to survival and where the old rules of business are being continually challenged. The question becomes, how does one prepare for a future that is so difficult to predict?

Quintessence

Enter “Quintessence“, a groundbreaking book aimed at revolutionising the way we understand and approach business in the 21st century. Whether you’re a seasoned professional, a curious student, or someone entering the world of business, “Quintessence” is an invaluable resource that offers a contemporary viewpoint on the changing world of business.

Preparing For the Future

The core concept of “Quintessence” is that modern business is not like they teach. Rather than relying on outdated models and theories, the book discusses business in the context of rapid technological advances, global interconnectivity, and shifting societal values. “Quintessence” challenges conventional wisdom and encourages readers to think outside the box. It’s about understanding that the norms of yesterday may not necessarily apply today, let alone tomorrow. It’s about embracing change, rather than resisting it.

Know someone who is studying Business and Management at university or will shortly be doing so? Gift them a copy of “Quintessence“. A head start into the real-world dynamics can make all the difference between merely surviving in the world of business and truly thriving.

For businesses, academic institutions, or individuals looking to invest in multiple copies, we are pleased to offer student, gift, and bulk discounts on request. It’s our belief that this modern perspective on business should be accessible to all who wish to learn and grow in today’s dynamic landscape.

An Investment

In a world that is constantly changing, “Quintessence” is more than just a book; it’s an investment in a mindset that can drive success. By viewing business through a modern lens, it presents a roadmap to navigate the complexities of the current business world, preparing its readers for a future that is as exciting as it is unpredictable.

By challenging the status quo and breaking the traditional mould, “Quintessence” truly embodies the spirit of ‘thinking differently’. It provides the tools and insights necessary to not only understand the modern business world but also to thrive within it.

Join us in reshaping the future of business education. Explore the world through a new lens. Challenge the conventional. Think different with “Quintessence“.

Marshall, R. W., (2021). Quintessence – An acme for software development organisations. Leanpub. https://leanpub.com/quintessence

Beyond Agile: Embrace the Toolbox, Not Just One Tool!

July 13, 2023
Agile, Article, Business, Quintessence
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Beyond Agile: Embrace the Toolbox, Not Just One Tool!

Someone saying, “Don’t touch it. It’s not Agile.” isn’t really helpful or convincing advice. It’s like they’re saying Agile is the only way to do things, such as software development, or running a business, and that’s just not true. Agile is only one among many way to get stuff done, like one tool in a big toolbox.

Just like you wouldn’t use a hammer to fix everything, you wouldn’t use Agile for everything. There are lots of other tools (or approaches) you can use, and sometimes they will be even better for the job at hand.

So, when someone says, “Don’t touch it. It’s not Agile.” they’re kind of limiting your options. It’s like refusing to recommend anything but a hammer, even when a screwdriver would work better. They’re missing out on other ways to attend to folks’ needs or get things done.

What’s really important is not whether something is Agile or not, but whether it’s the best tool, or even a good-enough tool, for the job. Just like picking the right tool from your toolbox, you need to pick the right method for your task. That’s the kind of advice that’s really helpful!

From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

July 13, 2023
Article, Business, Community, Culture change, Fellowship, Leadership, Organisational Therapy, Paradigm shifts, Psychology, Quintessence, Self-organisation
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From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

In the wide realm of organisational psychology, one theory stands out for its distinctive approach to understanding leadership: Fred Fiedler’s contingency theory. This innovative model, proposed by the Austrian-born American psychologist Fred Fiedler, reshaped how we perceive leadership effectiveness and its dependence on both the leader’s style and the situation at hand.

Fiedler’s Contingency Theory: An Overview

Fiedler’s groundbreaking work focused on two primary factors: leadership style and situational favorableness. He developed the ‘Least Preferred Co-worker’ (LPC) scale to quantify an individual’s leadership style as either task-oriented or relationship-oriented. Those who score low on the LPC scale tend to prioritise tasks, while high scorers place emphasis on relationships.

Situational favourableness, the second part of the equation, refers to how much a situation allows a leader to control and influence their followers. It considers aspects such as leader-member relations, task structure, and the leader’s positional power.

According to Fiedler, task-oriented leaders excel in situations that are either highly favourable or highly unfavourable, while relationship-oriented leaders do well in moderately favourable situations. This paradigm suggests that there’s no one-size-fits-all leadership style. Instead, it highlights the importance of aligning leadership styles with situational demands to achieve effectiveness.

Generalising and Extending Fiedler’s Theory to Fellowship Models

Fiedler’s model has been instrumental in understanding leadership dynamics within an organisation. But what if we extended this theory beyond the confines of leadership, into other models, such as fellowship? Fellowship refers to the participation and engagement of individuals in a group who may not be in a leadership role but significantly influence the group dynamics. (For example, Tolkien’s Fellowship of the Nine in his book The Lord of the Rings).

Just as leadership style impacts the effectiveness of a leader, we can hypothesise that a fellowship’s approach – let’s term it as ‘fellowship style’ – could have a similar effect. A fellowship could be task-focused, aiming at the objective completion of the group’s tasks, or relationship-focused, prioritising social harmony and interpersonal connections within the group.

Furthermore, the same principles of situational favourableness could be applied. The group’s cohesiveness, the clarity of tasks, and the influence fellows have within the group could dictate the effectiveness of their contributions. A task-focused fellowship might thrive as a highly cohesive group with well-defined tasks, whereas a relationship-focused fellowship might excel in situations where tasks are ambiguous and the group needs to foster better communication and teamwork.

Connecting Leadership and Fellowship: A New Horizon in Organisational Psychology

Fiedler’s contingency theory underscores the reality that effective leadership hinges on the compatibility of a leader’s style with their situation. By applying this to the concept of fellowship, we open new avenues for exploring group dynamics and organisational behavior.

The extension of Fiedler’s theory to encompass fellowship aligns with the evolution of modern workplaces that emphasise collaboration and shared responsibilities over hierarchical leadership. It promotes the idea that everyone, regardless of their position in the organisation, can contribute effectively if they align their approach to the group’s needs.

From this perspective, leadership wanes and fellowship waxes, the latter ever more critical to the success of the organisation. As we continue to explore these dynamics, Fiedler’s contingency theory serves as a solid foundation, reminding us of the significance of situational factors and the need for flexibility in our approach to both leadership and fellowship. The future of organisational success relies not so much on great leaders, but rather on great fellows.

The Challenge of Nonviolence

July 12, 2023
Alien tech, Antimatter principle, Community, Culture change, Nonviolence
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The Challenge of Nonviolence

Q: What’s the most challenging aspect of leading and managing teams?

A: Avoiding violence.

The most challenging aspect of leading and managing teams, especially in today’s modern workplaces, can be encapsulated in a single phrase: avoiding violence. The concept of violence in this context extends beyond the conventional understanding of physical aggression to include psychological violence, passive violence, and domination structures prevalent in organisations.

When discussing violence in a team setting, we must also consider psychological violence, often termed ‘abuse’ or ‘mental cruelty.’ This form of violence is inflicted not physically but emotionally and mentally. Passive violence is another important aspect to note. It encompasses consciously ignoring someone’s physical, psychological, or emotional needs or failing to ensure their safety and well-being. In both scenarios, the effect on team morale, engagement, and overall productivity can be profoundly negative.

The Roots

Renowned author and psychotherapist Marshall Rosenberg provides a critical insight into this subject, stating that “classifying and judging people promotes violence.” In essence, the root cause of most violence – verbal, psychological, or physical – is a kind of thinking that attributes conflict to wrongness in one’s adversaries.

Domination structures within organisations can be a significant source of violence. Scholar and activist Walter Wink coined the term “Domination Structures” or “Domination Culture,” highlighting a system where authority is concentrated at the top and obedience and compliance is demanded from the lower ranks. This form of structure promotes systemic beliefs, often maintained through coercive violence, which can suppress creativity, hinder collaboration, impair cognitive function, and breed a culture of fear and silence.

Relevance

The relevance of nonviolence to everyday business operations, particularly software development, is significant. Domination structures and their resulting violence lead to ineffective organisations marked by disengaged employees, low morale, and poor productivity.

Understanding and addressing these forms of violence in teams require an evolved fellowship style that promotes egalitarian, mutually respectful, and affirming relationships. It involves creating an environment that values empathy and understanding, fostering a culture that is at the ‘partnership’ end of the spectrum rather than the ‘domination’ end.

In conclusion, managing and leading teams is a challenging task that goes beyond task allocation and performance tracking. It requires navigating the delicate nuances of human emotions and creating a safe, respectful, and empathetic work environment, free from all forms of violence. This, undoubtedly, is the most demanding aspect of leadership and management, but when achieved, it can pave the way for exceptional team performance.

The Downfall of Ego

July 12, 2023
Article, Philosophy, Psychology, Reflections
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The Downfall of Ego

Ego, a ticking time bomb, can easily overshadow and even cripple our chances of success. While it might appear to serve as a tool for asserting our individuality, ego creates an illusion of superiority, thus curtailing our ability to grow and adapt. Its destructive power is immense, often turning us into our own worst enemies.

In general conversation, “ego” often refers to an individual’s sense of self-esteem or self-importance. If someone is said to have a “big ego,” it usually implies that the person has an inflated self-perception, believing they are superior or more important than others. This is generally viewed negatively, as it can lead to arrogance and a lack of consideration for others.

Success: The Ultimate Goal

In contrast, we can choose “success” – by whatever definition – as the ultimate goal that guides our actions. As a beacon of personal growth and fulfillment, success surpasses the superficial benchmarks of wealth, status and yes, ego.

The Detriment of an Unmanaged Ego

The sad reality is that many individuals become embroiled in self-defeating battles due to their egos. This ego-driven blindness thwarts them in their progress and diverts them from the real path to success.

Path to Flourishing

To flourish – achieving real success, by our own definition of the term – we must learn to tame our egos, recognise the value of failures, and cherish the journey rather than obsessing over the destination. True success is about expanding our horizons, not allowing our egos to restrict them.

Looking Again at the Lazy

July 12, 2023
Article
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Looking Again at the Lazy

The term ‘lazy’ is often thrown around, but what if it’s just a misunderstood concept?

What we label as ‘laziness’ might be a symptom of unseen barriers, a personal choice, or simply a different pace of life that doesn’t align with conventional societal standards of productivity and success.

Perception

Individuals might grapple with hidden physical or mental health struggles, a lack of necessary resources, or tasks that don’t stimulate them. Moreover, what we perceive as ‘laziness’ could also be someone intentionally choosing a lifestyle less centered around conventional ideas of productivity.

Rather than quickly labeling someone as ‘lazy’, we might choose to foster empathy, acknowledging that each person has their own battles, pace, and choices in life. By appreciating this diversity and providing support, we can create more understanding, inclusive communities.

Understanding Trumps Judgment

In essence, ‘laziness’ may not exist. What we see could be a different lifestyle choice or an unseen struggle, deserving of understanding, not judgment.