So:
* We can't stop other people from corrupting OST, and
* Those who might use OST to manipulate others eventually do pay the
piper.
Both of those ideas make good, solid sense to me.
I think the next big thing involves converting the "Agile Imposition"
into the "Agile Invitation" through the use of Open Space.
The idea of invitation-over-imposition is definitely getting traction in
the Agile space. And who knows, it may soon become a parade.
Parades tend to attract a crowd.
" one way to be a leader was to find a parade and jump in front of it."
-Jim Barksdale
Daniel
Related links:
http://newtechusa.net/agile/on-persuasion/
On 4/26/14 2:45 PM, ??? Spark.osk wrote:
hear hear
Thanks
Spark
-------- ?? ?? --------
??: Re: [OSList] Agile Adoptions, Open Space, and control
????: Harrison Owen <[email protected]>
????: ?, 2014-04-27 03:13
????: 'World wide Open Space Technology email list'
<[email protected]>
??:
Dan said -- "As Open Space Facilitators, we (and we alone) are in a
position to maintain the sanctity of Open Space, and prevent it from
becoming a tool of manipulation and control in Agile adoptions."
Dan -- I hear your thought, and can't help but appreciate your
concern. But I have to say, I think you are worrying needlessly. My
reasons are two. First, I really don't think that "we" (individually
or all of us collectively) can do a thing about the miss-use of Open
Space if that is what some folks choose to do. And I would agree that
there is a very high likelihood that they will try, if for no other
reason than that "manipulation and control" seems to be a driving
force in management behavior generally, so why not in Agile Adoptions?
Speaking personally, I just can't bring myself to the point of
worrying about something I can do nothing about. Such worry consumes
massive amounts of time and energy that I would rather expend elsewhere.
My second reason is that I believe we have a very powerful Secret
Agent. Open Space itself. In every situation I have encountered, where
people have tried to make Open Space something it is not...there is a
very natural self correction. It may not occur in the moment, but
somewhere, sometime people come to realize that whatever it was they
thought they were doing, it surely wasn't Open Space. And of course,
the real losers are the managers and organizations that attempt to do
the dastardly deed. Sort of rough justice, but I never worry about the
"sanctity" of Open Space. That critter is alive and well, been that
way for eons, and shows no signs of quitting. I can't quite say the
same for a lot of contemporary organizations and managers, but people
do make their choices. As the saying goes...You can lead a horse to
water, but you can't make him drink.
Harrison
Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA
189 Beaucaire Ave. (summer)
Camden, Maine 04843
Phone 301-365-2093
(summer) 207-763-3261
www.openspaceworld.com <www.openspaceworld.com%20>
www.ho-image.com <www.ho-image.com%20> (Personal Website)
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*From:*[email protected]
[mailto:[email protected]] *On Behalf Of *Daniel
Mezick
*Sent:* Saturday, April 26, 2014 9:59 AM
*To:* [email protected]
*Subject:* [OSList] Agile Adoptions, Open Space, and control
There is a fellow named Ed Seykota. He innovates. He has 2 pairs of
models: a pair for 1-to-1 relationships, and a pair for group & system
level relationships. His models confirm and align with the
philosophies and assumptions which form the foundation of Open Space:
·All systems are open
·All systems are self-organizing
The Models
(1) *intimacy-centric*and *control-centric*models for relationships;
In a control-centric relationship, the parties go for control. They
use manipulation, force, threats, guilt, etc. to get each other to
"behave" properly. In an intimacy-centric relationship, the parties
go for connection. Every event becomes an opportunity to become closer
and more intimate.
(2) *causal*and *system*models for dynamic behavior.
In the causal model, we have a cause and an effect. You flip the
switch and the light goes on. In the system model, you have
inter-relating elements that co-evolve as their effects on each other
change. Some examples of systems are a thermostat that intends to
keep the temperature in the room constant and a futures market that
intends to find a price that balances supply, demand and other
speculative interests. Politicians typically apply the causal model to
economic situations so as to find a convenient "cause" that justifies
expenditures on their pet projects.
Now, what is interesting & concerning (to me) is the way the so-called
Agile institutions tacitly support the control-centric model for
relationships and the causal model for dynamic behavior, in Agile
adoptions. Throughout the world.
I am an Agile consultant. I choose to focus my attention on finding
ways to reduce the number of coaching days, such that organizations
can reach a state of self-sustaining, "freestanding" agility faster.
And here is what I have discovered: to speed up the process of change,
the people in the situation have to actually /consent/ to the change.
They must be /willing/. They must be choosing /freely/. High
Performance in Agile adoptions is a function of /opt-in willingness to
proceed/ on the part of the people who actually do the work.
Sound familiar?
Typical Agile adoptions today are implemented as imposed and mandated
process change. By "management". By "formally authorized leadership."
This is the control-centric model for relationships.
Typical Agile adoptions today are implemented as imposed, mandated
process change. The assumption is that if we can just "make them do
this or that", we can "cause" improvement in the organization. This is
the causal model for system behavior.
This is a very serious problem in our world, and one that the
so-called Agile institutions are just not addressing. The Agile
Alliance, for example, has various policy statements. Yet the Agile
Alliance has no policy statement whatsoever regarding the harmful,
mandated imposition of Agile practices. This amounts to a
rubber-stamping of the control-centric, causal, imposed-Agile "status
quo" that we see in the world today.
Open Space can help with Agile adoptions, but only if the Facilitator
is unwilling to implement the control-centric model for relationships,
and only if the Facilitator is unwilling to implement the causal model
for social-system behavior. Well-intentioned management often just
does not see it that way.
I'm concerned that we are entering a period where, absent any clear
position statement on mandated-Agile from the so-called Agile
institutions, we can expect trouble in the way Open Space evolves in
the Agile-adoption marketplace. As Open Space Facilitators, we (and we
alone) are in a position to maintain the sanctity of Open Space, and
prevent it from becoming a tool of manipulation and control in Agile
adoptions.
Daniel
Related Link: The Agile Imposition
http://martinfowler.com/bliki/AgileImposition.html
Related Link: Sample Agile Alliance policy statement on certification
http://www.agilealliance.org/news/agile-certification-a-position-statement/
Control vs Intimacy Model for 1-to-1 Relationships; Causal vs System
Model for Groups
http://www.seykota.com/tt/workshops/examples.html
--
Daniel Mezick, President
New Technology Solutions Inc.
(203) 915 7248 (cell)
Bio <http://newtechusa.net/dan-mezick/>. Blog
<http://newtechusa.net/blog/>. Twitter
<http://twitter.com/#%21/danmezick/>.
Examine my new book:The Culture Game
<http://newtechusa.net/about/the-culture-game-book/>: Tools for the
Agile Manager.
Explore Agile Team Training
<http://newtechusa.net/services/agile-scrum-training/> and Coaching.
<http://newtechusa.net/services/agile-scrum-coaching/>
Explore the Agile Boston <http://newtechusa.net/user-groups/ma/>Community.
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--
Daniel Mezick, President
New Technology Solutions Inc.
(203) 915 7248 (cell)
Bio <http://newtechusa.net/dan-mezick/>. Blog
<http://newtechusa.net/blog/>. Twitter <http://twitter.com/#%21/danmezick/>.
Examine my new book:The Culture Game
<http://newtechusa.net/about/the-culture-game-book/>: Tools for the
Agile Manager.
Explore Agile Team Training
<http://newtechusa.net/services/agile-scrum-training/> and Coaching.
<http://newtechusa.net/services/agile-scrum-coaching/>
Explore the Agile Boston <http://newtechusa.net//user-groups/ma/>Community.
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