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?
Change is hard enough without fear in the air. What do we fear? What fuels fear? How will we know when fear has been driven out of the system? [...]
In this day and age of questionable employee engagement, can there be such a thing as "too much engagement”? Are employees and staff suffering from engagement fatigue? Or is it akin to communications where you could never over-communicate?
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.
As more and more technology teams experience benefits with Agile ways of working, the Agile community and the organizations they serve are looking for the next frontier. Some have branded this as "Business Agility". Others have coined it the "Agile Enterprise". This is reminiscent of the leap from Lean Manufacturing to the "Lean Enterprise" in the 1990’s. A leap that’s still in mid-air with mixed results almost 30 years later.