Category: Responding to Change

On Failure, Success, and Learning

When I was a kid, I decided to invent a new kind of battery. I had a pretty good idea of what was required, having cut open my share of batteries and even built them with a lemon, copper, and zinc. It’s just a matter of two metals (or one metal plus carbon) and a corrosive liquid. How hard could it be to create the battery of the future?

I mentioned my aspirations to my father, who was a chemistry professor. “What do you know about valence?” he asked.

“What’s ‘valence’?”

He proceeded to explain about electron clouds and the tendency of atoms to fill or empty their outer ring of electrons.

“So the valence of oxygen is 2.”

“Yes, except when it’s 1 or 4 or 6 or some other value. It’s not always simple.”

I’ve been thinking about that conversation since the end of the Agile 2011 Conference. Read More

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Hire a Coach, Not a Crutch

More and more, I see advertisements and hear people asking for a Coach to come for a period of time and help their organization on a full-time basis. They seem to assume that it’s necessary to Coach the team 5 days a week, every week. This makes little sense to me.

Teams need time to acclimate to new knowledge. They need to try it on their own, making decisions without immediate help. Otherwise they come to depend on the coach making the decisions, and they don’t learn how to make them, themselves. I’ve seen this happen when I’ve been working too steadily with one team.

It’s also important to limit the presentation of new information to the rate at which it can be absorbed. Time the team spends practicing without the presence of the coach is an important part of this absorption. Without such “soak time,” the team will get lost in the details, trying to climb the proficiency ladder without learning to practice the simple things fluently.

If you try to go faster than you can, you’ll only end up going slower.

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Do Not Drive Beyond Your Headlights

I’ve heard stories where organizations have “tried Agile” and the results were so bad that they’ll never make that mistake again. In some of these stories the blame is laid at the feet of bad coaches. In some it’s blamed on lack of coaching. In some, the blame is placed on clients who aren’t ready for Agile . If blame is to be lodged, then any of these will do.

The more interesting question, to my mind, is how can we achieve a better result. Read More

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Seeing the Wind

I’ve just spent the past week at Junior Sailing Camp, helping kids circa age 10 become better sailors. At this age, they’ve learned many of the basic concepts: that pushing the tiller to starboard turns the boat to port, that they need to pull the sail in when going upwind, and let it out when going down.  Yet they often struggle to get the boat going in varied conditions.  They steer too vigorously  in light air or choppy waters, killing the delicate momentum they’ve achieved.  They position the sail inefficiently–sufficient for a moderate breeze, but insufficient for zephyrs. And in heavier air, the wrong sail trim may result in an impromptu capsize drill.

Much of my coaching depends on helping them observe these varied conditions and how the results of their actions are affected by them. Their current skills work fine when the conditions match the way they practice them. When conditions change, the same actions fail. Without keen observation, the cause of that failure is a puzzle.

I’m teaching them to see the wind. Read More

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Categories: Responding to Change

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Joyful Change

Brian Marick challenged me for an expression of joyful change, especially related to software development, based on the teachings of Virginia Satir. As discussed in my previous post, he’s come to associate the combination of “Virginia Satir” and “change” with pain and the following:

…blaming… …placating… …anger… …guilt… …stress… …resistance… …denying… …avoiding… …blocking… …deny… …avoid… …anxiousness… …vulnerability… …fear…

This post is, in part, to demonstrate to him that the work of Virginia Satir is not focused on the negative. Mostly it’s to share, and rejoice in, the freedom we have to reach our goals. Read More

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If Scrum certification is the answer, what might be the problem?

Ron Jeffries has written a nice article on some of the effects, both positive and negative, of the Certified Scrum Master (CSM) program. On the positive side, he notes that it does interest people in training. I’m less optimistic that the training they receive will result in many improved projects. The CSM training teaches people how to follow the Scrum process, and tries to give them a little boost in courage for dealing with the inevitable impediments. Is that the difference between a troubled project and an improved one? Read More

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Categories: Responding to Change

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3 Legs to Running an Agile Transition

A while back, I wrote 3 Legs to Standing Up an Agile Project from the perspective of an Agile team just getting started. Lately, I’ve been thinking about the same sort of thing, but from the perspective of a coach or an executive that wants to transform the organization. At first glance, this seems no different. Further reflection, however, reveals that this is less about “how to work in an Agile fashion” and more about “how to introduce change in the way people work.” The earlier post was a description what an Agile project needs. This one is a recipe for creating what an Agile project needs. Read More

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Categories: Individuals and Interactions Responding to Change

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