Ladders, Bridges and Lifelines

In my last post, I touched on ORSC's Third Entity as a tool to uncover and address the relationship gaps that can exist in an organization undergoing change. Gaps that include fuzzy reasons for change, lack of vision partnership and a status differential that perpetuates the hierarchical divisions between management, staff and the layers in between. Gaps that can impede, halt and even regress the progress and effectiveness of a system-wide change like moving to agile ways of working. But why do those gaps exist in the first place?

Bruce Lee and Agile

When I discovered Agile ways of working and its related growth mindset, I started to see parallels between the martial arts and the Agile mindset. I knew Agile and especially Scrum and Kanban were heavily based on the Japanese Lean Thinking that evolved from the Toyota Production System (TPS). My martial arts background and specifically Karate elevated my understanding to the next level.