Archive for the ‘Uncategorized’ Category

Our new 3-Day intensive Agile methods course

Tuesday, June 29th, 2010

We have made some changes to our already well-received Certified ScrumMaster training seminar in order to add more value for our customers. Beginning in September 2010, you will see the following:

- Our seminar is now a more effective, participatory 3-day seminar giving more value for your time by including OpenAgile and Kanban along with Scrum
- Our preparatory reading material replaces lecture-oriented course content to allow more effective use of classroom time
- The Scrum Alliance knowledge test helps you consolidate your learning of the core Scrum principles and practices
- Our seminar contributes towards three certifications all in one course: the Scrum Alliance’s CSM, the PMAC Agile Project Management and the OpenAgile Institute’s Team Member level

All these changes help participants to be more engaged in their own learning, and derive more value from this seminar. Our seminar combines with the real-life experience of our facilitators to provide some of the best training value available! We will show you how to radically improve the performance and quality of the work of your team and organization.

http://www.berteigconsulting.com/

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Coaching is Accompaniment

Friday, May 28th, 2010

I have been coaching an Agile-Lean team in Waterloo over the last month or so. It has been very rewarding for me (and the team I hope). I have learned that coaching is very much about accompaniment. To have a positive effect on the team that one is coaching, we need to walk shoulder to shoulder with them. The exhaustion of coaching (physically) is well worth the learning and advancement (mentally and spiritually). It is so valuable to witness the “a-ha” moments and have some of my own light-bulb insights. It is such an honour to serve as a coach for any team, especially if that team makes you feel like one of the team members. (Paul J. Heidema)

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Agile for Social Innovation and Volunteer Organizations

Sunday, March 14th, 2010

A close associate, David Parker, has written a great little article about the use of agile methods in volunteer management.

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Great Article on Shu-Ha-Ri

Thursday, March 4th, 2010

Christian Gruber, a Googler, an agile guru and an Aikido practitioner clears up some important mis-understandings about Shu-Ha-Ri as applied to both learning Agile and learning Aikido: http://bit.ly/bqgvZS . Strongly Recommended!

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Agile is Not Communism – Repost

Thursday, February 18th, 2010

“Last week I taught an introductory course on Agile Work. Normally this is pretty easy stuff. However, I was teaching this course in Bucharest, Romania (cool), and I have come across a substantial, strong and vigorous objection to agile (also cool, but challenging too). Several people in my class are asserting that agile is just like communism and since communism failed, agile is not likely to succeed either. I’m looking for help on this! …”
Read the original article!

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Agile Links and Articles from Twitter

Thursday, February 4th, 2010

Hi All,

Here is a collection of interesting reads and articles that either Mishkin Berteig (@mberteig) or Paul Heidema (@paulheidema) reposted on Twitter.

RT @daverooneyca RT @gilbroza: Mincing no words: People are NOT resources! http://bit.ly/3iZwpI [A-freaking-men!!]

RT @jbrains jbrains.ca classic: Forget velocity http://mee.bo/dB2sw3

RT @AgileAdvice Comparison of OpenAgile with Scrum http://bit.ly/dBLCxP #Agile #Scrum #OpenAgile

RT @flowchainsensei Culture change is Free “I discovered the folly of culture change programmes years ago” ~John Seddon http://bit.ly/9Nwv8e

One of my favorite books! RT @mr_alan_cooper @flowchainsensei In return I offer J. Gall: http://bit.ly/bMPtoC

RT @estherderby RT @jasonlittle Simple Exercise to Demonstrate Value of Collaboration http://ow.ly/1nK4wm

RT @mohamed_rafie RT @sf105: Agile Learning Design: Periodic Table http://bit.ly/7K7Eyy

RT @jeffpatton good points in this piece – emerging practices for adding ux work to agile development by http://bit.ly/6HpkOe

RT @davidparker9 OpenAgile – New Management Methodology by @titusperide: http://bit.ly/5pD1ps

RT @agilenature Keep the Balance – The Scrum Product Owner http://ff.im/-foXWY

You can join Twitter by visiting http://twitter.com and following their steps.

If you are interested in what OpenAgile or other agile methods are all about please follow @mberteig @paulheidema and many others of the ones listed above.

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Comparison of OpenAgile with Scrum

Monday, February 1st, 2010

OpenAgile is similar to Scrum in many respects. Both are systems for delivering value to stakeholders. Both are agile methods. Both are frameworks that deliberately avoid giving all the answers. So why would we choose OpenAgile over Scrum?

The most important difference is in applicability: Scrum is designed to help organizations optimize new software product development, whereas OpenAgile is designed to help anyone learn to deliver value effectively.

OpenAgile is an improvement over Scrum in the following ways:

  1. More effective teamwork and team practices, in particular the Consultative Method of Decision Making, and
    applicability over a larger range of team sizes from a single individual on up.

  2. Recognition of the individual capacities required for effective learning, namely Truthfulness, Detachment,
    Search, Love and Courage. Scrum acknowledges a separate set of qualities, but does not show how they systematically connect with the requirements of a Scrum environment.

  3. Systematic handling of more types of work beyond just “new artifacts” and “obstacles”. In particular, OpenAgile includes calendar items, repetitive items and quality items and acknowledges their unique qualities in a work
    environment. OpenAgile also provides a framework to include additional types of work beyond these five.

  4. Improved role definitions based on extensive experience.

    1. There is only one role defined in OpenAgile (Team Member) vs. three defined in Scrum (Team Member, ScrumMaster, Product Owner).

    2. There are multiple paths of service that allow Team Members and Stakeholders to engage with an OpenAgile team or community in different ways. There are five paths of service: Process Facilitation, Growth Facilitation, Tutoring, Mentoring, and Catalyst.

    3. The Process Facilitator path of service is similar to the ScrumMaster role with the following major differences:

      • is not responsible for team development
      • is not necessarily a single person, nor is it a required role
    4. The Growth Facilitator path of service is similar to the Product Owner role with the following major differences:

      • is responsible for all aspects of growth including value (like the Product Owner), and individual and team capacity building.
      • is not necessarily a single person, nor is it a required role
  5. Integration of principles and practices from other methods. Two examples suffice:

    1. From Crystal: creating a safe work/learning environment.

    2. From Lean: build quality in, value stream mapping, root cause analysis, standard work.

  6. OpenAgile allows interruptions during the Cycle. Scrum has the concept of Sprint Safety. This makes Scrum
    unsuitable for operational work and general management.

  7. The distinction between Commitment Velocity and other uses of the term “velocity” used in Scrum. Commitment Velocity is the historical minimum slope of a team’s Cycle burndown charts and determines how much work a team plans in its Engagement Meeting.

  8. Flexibility in the length a Cycle. Scrum requires that Sprints (Cycles) be one month in duration or less.
    OpenAgile allows a Cycle to be longer than that and instead provides a guideline that there should be a minimum number of Cycles planned in the time expected to reach the overall goal.

  9. The Progress Meeting in OpenAgile does not require people to take turns or directly answer specific questions.

  10. Avoiding conflict-oriented models of staff and management (Chickens and Pigs in Scrum).

  11. Terminology changes to be more clear in meaning and applicable beyond software. A comparative glossary is
    included below.

Another major difference between OpenAgile and Scrum is how the community operates. OpenAgile is an open-source
method that has a specific structure for community involvement that allows for continuous improvement of the system. Scrum is closed. It is closely managed by it’s founders and this has led to challenges with the method becoming dogmatic. OpenAgile is meant to constantly evolve and grow.

Comparative Glossary between OpenAgile and Scrum

OpenAgile Scrum
Cycle Sprint
Cycle Planning Sprint Planning and Sprint Review
Team Member Team Member or “Pigs”
Process Facilitator ScrumMaster
Growth Facilitator Product Owner
Work Queue Product Backlog
Work Queue Item Product Backlog Item
Cycle Plan Sprint Backlog
Task Task
Work Period Day
Progress Meeting Daily Scrum
Learning Circle w/ steps Inspect and Adapt”
Delivered Value Potentially Shippable Software
Stakeholders Chickens”
Five Types of Work:

New, Repetitive, Obstacles, Calendar,
Quality

- no equivalents -

User Stories, N/A, Impediments, N/A, N/A

Consultative Decision Making - no equivalents -
Sector / Community - no equivalents -

References on OpenAgile:

http://www.openagile.com/

http://wiki.openagile.org/

References on Scrum:

http://www.scrumalliance.org/

http://www.scrum.org/

“Agile Software Development with Scrum” - Schwaber and Beedle

“Agile Project Management with Scrum” - Schwaber

“Scrum and the Enterprise” – Schwaber

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Announcing Release of OpenAgile Primer

Wednesday, November 11th, 2009

Berteig Consulting is thrilled to announce the early release of the OpenAgile Primer, version 1.0, now available for download at http://www.openagile.com/TheOpenAgilePrimer.  This release falls 2 weeks ahead of the scheduled release date of 1 December 2009 thanks in large part to the implementation of OpenAgile itself in the creation of the document.

The Primer is intended as an introduction to the methodology of OpenAgile as well as required reading for the soon-to-be released OpenAgile Readiness Knowledge Test.  Successful completion by individuals of the Readiness Test will result in the award of an OpenAgile Readiness Certificate—the prerequisite for OpenAgile Team Member Certification.

The team wishes to thank all those who have generously contributed to the realization of the first version of the Primer and looks forward to collaborating with many more of you in the future.

OpenAgile public course listings have already been posted on the Berteig Consulting website: http://www.berteigconsulting.com.

We also warmly invite you to become involved in the OpenAgile Community through the OpenAgile Wiki:Community Portal.

We will keep you posted as the work progresses.

To learn more about OpenAgile, please visit us at http://www.openagile.com.

Regards,

The Berteig Consulting Team

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Quick Note on Scrum Training

Wednesday, September 23rd, 2009

We have wrapped up our Summer Special. There are still a few classes scheduled this year that have the discount price, but others have reverted to our normal price. I encourage you to take a look at our course schedule at http://www.berteigconsulting.com/ to see what is still available.

Also, all our future Certified ScrumMaster courses will have a knowledge test as part of the certification process. Please see the Scrum Alliance website for more information at http://www.scrumalliance.org/.

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Agile Tour 2009 – Toronto

Tuesday, September 15th, 2009

Berteig Consulting is a silver sponsor for the 2009 Toronto leg of the Agile Tour conference. The date for Toronto is October 20th. You can find more information at the Toronto Agile Community web site – http://www.torontoagilecommunity.org/.

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Agile Transformation vs. Agile Adoption

Monday, September 14th, 2009

Agile methods are now popular enough that the Project Management Institute has officially recognized them in a number of ways including setting up an agile project management community for PMI members.  This is a good sign, and I re-joined the PMI as a result.  However, there is still a big gap between “doing” agile and “Going Agile”, between adopting agile methods for project management and transforming your organization to become agile in all aspects of its work.  Most people are “doing” and “adopting” agile, not doing the deep transformation.

For some years now, the premise I have been working on is that agile methods are actually all about learning.  They aren’t about product delivery.  Rather, product (or service) delivery is the context for learning.  What does this matter?

Let’s imagine two similar organizations, Abacus and Brightstart.  Both organizations want to improve the way they are working.  In fact, they both see many similar opportunities in terms of efficiency gains, productivity gains, and improvements in customer satisfaction and employee morale.  Abacus is headed up by Alex who is a visionary leader whereas Brightstart is headed up by Brit who is a hard-nosed bottom-line kinda person.  Now just to make this interesting, let’s pretend that Alex doesn’t understand Agile and just wants to use an agile method as a way to improve the delivery of projects at Abacus.  Brit, on the other hand, has some trusted advisors who have insisted that agile be treated as a fundamental transformation in the way Brightstart does business.  What happens?

Abacus

Alex gets a staff member to attend some Scrum training and launch an agile pilot project.  Stakeholder satisfaction improves because of the frequent feedback.  Some agile best practices such as timeboxing and prioritized user stories are easily adopted but others are harder.  In particular, some of the obstacles uncovered by the team are related to the corporate culture of consensus-building which Alex considers to be a non-negotiable part of the organization.  Abacus is infused with the values and personality that Alex has brought to the organization as its founder.  So when the team had trouble getting clarification on its work because the consensus-building process was taking too long, Alex simply told them to move on to less important work and come back to the other stuff when it was “ready”.

Over time, there were modest improvements in productivity and customer satisfaction at Abacus, and most of the project work was done with an agile approach using several agile best practices.  But any time a team encounters an obstacle that relates to the culture of the organization, the team loses.  Gradually, agile is treated as just another method, just another tool that may or may not be applicable to the work being done.

Brightstar

Brit researches Agile methods deeply and comes to understand that there is a process component, but also a meta-process component.  Brit decides that the potential benefit is huge: multiplying productivity, increasing morale enormously, and becoming a leader in the marketplace… but that the level of effort to get there is also large.  Agile is not a “silver bullet“.  Truly doing agile requires a deep cultural change in an organization and Brit is fully aware that changing cultures is enormously difficult.

To start things off, Brit decides that all work throughout the whole organization must take on an agile culture.  This is a culture that allows for experimentation and regular reflection and learning.  As well, Brit knows that like an athlete training for a major sporting event who gets a top-notch coach, Brightstar will also need a coach.  Internally driven culture change is even more difficult and since Brightstar isn’t in deep crisis, there isn’t as much motivation for staff to fundamentally change the way they work.  A coach will help to keep the motivation, vision, and encouragement flowing so that the corporate change will be sustainable.

Brit decides that the fundamental aspects of agile that need to be put in place are the timeboxed cycles of work that include a pause for reflection, learning and planning.  All types of work can be done in that framework.  The coach is responsible for helping the organization adopt this cycle of work and keeping at it until it becomes like a perfectly regular healthy heartbeat for the whole organization.

Finally, Brit announces to the organization that no opportunity for learning and improvement will be denied.  Over the course of several months, this is demonstrated by several interesting incidents where staff suggestions for obstacles to be removed are acted upon quickly and decisively.  Not every suggestion results in real improvement, but all the employees quickly get the message that the environment of learning is real, and the pace of suggestions increases as does the level of individuals taking initiative to make changes directly.

Within a year, productivity at Brightstar has soared.  There is an initial bump in staff turnover as some people who were there with an “it’s just a job” attitude moved on.  After the first year, employee staff turnover rates have decreased substantially, and can mostly be attributed to changes in personal circumstances such as marriages and deaths.

Brit gets it, and is willing to be hard-nosed about learning.  Learning about product, process and people.

A Plan for Agile Transformation

I’ve worked with quite a number of organizations trying to adopt agile and trying to do agile transformations.  In that time, I’ve seen some patterns.  I would like to describe the high-level pattern of what an organization does to make a successful agile transformation.  This overall plan must not be seen as a rigorous step-by-step procedure, thus using the term “wave” instead of “step” or “phase”.  It can be visualized thus:

Step One: Decision

The leader of the organization decides that agile is more than just another method of project management or product development, and that the vision of an agile organization is worth the effort to make a deep transformation throughout the entire organization.

Wave One: Just Start

The leader engages trainers/coaches to do the following things roughly simultaneously:

  • Introduce _everyone_ in the organization to agile concepts
  • Start _everyone_ in the organization using the agile meta-process
  • Start an Agile Transformation Team made from members of upper management to guide the overall transformation
  • Do initial cultural and process assessments to track progress over time

Wave Two: Capacity Building

The coaches and the Agile Transformation Team work with employees to develop a sufficient number of people who are capable agile facilitators.  They learn about agile methods more deeply: practices, principles, variations, techniques, and tools.  They learn to be effective facilitators who have the trust of their co-workers.  These facilitators then become responsible for ensuring that everyone else is using the agile meta-process for effective learning and simultaneously applying appropriate agile practices.

Wave Three: Sustainability

Finally, the coaches work with the Agile Transformation Team to help a relatively small number of employees to become internal coach/trainers.  These are the people who will take over from the external coaches.

As an ongoing assistance, the coaches should be working in a consultative capacity as the organization struggles with obstacles, restructuring, and the deeper culture changes.  Like any change effort, there are five critical components: sponsorship, communication, training, support and strategy.  The coaches should be advising the Agile Transformation Team and management on how these five components can best be handled for the agile transformation.

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Agile method for the Financial Services industry

Tuesday, June 30th, 2009

There are two things every leader needs to know to be successful: first, a leader must clearly articulate what they expect, and second, they need to inspect what they expect on a daily basis. The big challenge though is how do you stay on top of changing priorities? And how do you avoid micro management and driving your team crazy?  This is why OpenAgile, in my opinion, will be very quickly embraced by management teams around the world. It has all the necessary tools to ensure success.
 
For the past 6 months, I have been working with a financial services team in Slovakia to introduce them to Agile methods. I started with Scrum, a methodology and framework that has been used in the Information Technology sector for the past 5-10 years.
 
The Slovak team started using Scrum with one team of 6 managers. They grew to have 4 teams actively managing their activities and projects using Agile Scrum, and another 2 teams are planning to launch soon. The feedback from the team members has been positive and the team leader is very impressed with the methodology, the activity levels, and the results. This organization/structure is doing very well in the very competitive marketplace that is Slovakia. I interact with the teams on a regular basis and often travel to Slovakia from Canada on business, so I have the opportunity to work closely with the structure, leader, and the teams.
 
The only challenge with Scrum is that it is somewhat restrictive regarding the types of work that is recorded and reported upon. Scrum does not accommodate repetitive or calendared activities. Fortunately, Berteig Consulting has developed OpenAgile as a new Agile method that allows for the tracking and reporting of all the Scrum work activities plus these new categories. I find OpenAgile more inclusive and representative of the Financial Services work environment.  
 
I’m now in the process of transitioning the Slovak teams from Scrum to OpenAgile. I believe OpenAgile will be a much better methodology for this team, and for all non-IT organizations, as it creates an environment for teams to achieve even greater success.
 
The OpenAgile method teaches the team members to self-manage. And rather than replacing the role of the team leader, that person is empowered to truly lead because they are free to focus on creating an environment where the team can thrive. OpenAgile helps the team to clearly identify the key strategic and tactical goals, and it allows the team to systematically inspects what everyone expects to be done.

There is actually a third thing every leader needs to know. It’s called OpenAgile.  And you can learn more about OpenAgile at http://www.openagile.com/ or by contacting Berteig Consulting http://www.berteigconsulting.com/Contact

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Why try to be good?

Monday, June 29th, 2009

What motivates human beings to do the right thing?  To do good deeds, to be truthful, to be kind, to be helpful, to try to make the world a better place?  First of all, we have to realize that everything we say and do has an actual, real effect on our environment for better or for worse.  Every time we help someone, or tell the truth, it actually makes the world better in some small way, just as when we lie, cheat, steal or speak unkindly to someone, no matter how small the affront, we actually make the world worse.  In fact, our thoughts, words and actions can really have only one of two basic effects on the world – they can make it better or make it worse.  Period.

There are some powerful cultural forces in our society, most obviously the constant stream of materialistic propaganda through various forms of hypnotic media, that influence the way we perceive our ability to contribute to the betterment or worsening of our environment.  The basic message is that individuals can’t affect any real fundamental change in society (i.e., their environment) and that the best any of us can do is to change our position, rank or class within the permanent structures of our society.  Therefore, “only the strong survive”, “get what you can while you can” and the “pursuit of happiness” have become not only slogans that we live by, but conceptions of human nature that have constructed our social reality.

For example, the concept behind “the pursuit of happiness” is that happiness is something external and fixed that a person has to find somewhere “out there”.  Embedded in this “right” is the implicit message that “average” individuals and groups do not have the potential to exert influence on, and contribute in any meaningful and lasting way to the shaping of the prevailing social order.  Thus, there is always a better neighborhood to live in, a better employer to work for, a better school for your kids to go to, etc.  It disempowers us all from thinking that we can get together and do something right now about our immediate reality.  ”Don’t even bother”, it says, “you won’t be able to change anything anyways – you’re wasting time, effort, and worst of all – money!  Better to lie just a little, cheat just a little, step on your neighbor just a little in order to protect your own little piece of turf.”

Understanding the truth about our reality – our potential to contribute to the betterment of the world – is what will actually begin to motivate us to be good – that is, the fact that our good thoughts, good words, and good actions can and do make the world better.  ”Better” becomes not merely an external pursuit that we fight to get our little piece of; rather, it is an organic, sembiotic process of growth.  For one thing, it requires vision: What would the world be like, for example, if everyone always tried to tell the truth?  Would it really be so bad?  Would human affairs come to stand still?  Would the economy crumble?  Or would it, rather, begin create something new… something better?

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The ScrumMaster Training Interactive Case Study

Monday, June 29th, 2009

You have just been hired to be the ScrumMaster for a team at Zysoft Corp. Your boss, Jeremy, hired you because he likes your attitude and because you have been a team lead at a competitor. But you have never been a ScrumMaster before. Jeremy assures you that you will do “just fine! Scrum is simple!” But some of the things Jeremy told you in your interview make you wonder if it will really be so easy…

The ScrumMaster Training Interactive Case Study is the latest learning tool offered by Berteig Consulting. Like a chose-your-own adventure book, you enter into Jeremy’s world and confront real-life scenarios and learn to overcome real-life obstacles.

We hope that you have fun with this and gain some valuable insights into the role.  The tool is still in beta, so we very much appreciate any and all feedback.  Enjoy!

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How the Agile Community Can Contribute to the Betterment of the World

Friday, June 26th, 2009

On April 1, 2009 Scott Ambler posted on his blog “a parody of a very serious ethical lapse within the agile community.”  It was an April Fool’s joke – a fake ad for a 2-day agile certification course called “SCUM Certified™ Agile Master, or more colloquially SCAMmer”.  The mock-ad states that

We want to be perfectly clear about this, by taking this ‘certification course’ what we’re certifying is that you attended the course.  It is your choice (nod nod, wink wink) if you wish to present yourself as a professional SCAMmer.  Yes, about 99.8% of course attendees choose to do this, why would you take the course otherwise?

This piece will not be a direct response to Ambler’s joke.  That would be…well, rather foolish.  Instead, what I intend to address here are the concerns raised by his “Parting Thoughts”, which take on a more serious tone and seem to be getting to the heart of what’s really (and understandably) bothering him.

In his “Parting Thoughts”, he states “I believe we can do much better.”  He is referring, of course, to the “ethical lapse” jokingly addressed by his mock-ad.  He goes on to say:

My hope is that this joke has made you step back and think about what’s going on around you. Being a “Certified X”, whatever X happens to be, implies that you’ve done something to earn that certification. If you’ve done very little to earn a certification then at best that’s what your certification is worth: very little.  If you’re involved in a questionable certification scheme, regardless of whatever justifications that you tell yourself you have still shamed both yourself and your so-called profession.  If you turn a blind eye to people who claim to be “certified masters” after doing almost nothing to earn that certification then you too are complicit: As Edmund Burke first said, all that is necessary for the triumph of evil is for good men to do nothing.  I invite everyone in the agile community to read Ethics for the Real World and to stand up and show some integrity.  Enough is enough.

What Ambler seems to be saying here is that for those of us in the agile community to “do much better”, what we really need is to do something about “questionable certification schemes”.  The “something” he proposes is that we should not “turn a blind eye to people who claim to be ‘certified masters’ after doing nothing to earn that certification”.  What he then prescribes to all of us in the agile community is to read a book and to “stand up and show some integrity”.

So I decided to take the challenge… sort of.  What I mean by “sort of” is that I didn’t read the whole book; rather, I followed the link to amazon.com and read the first chapter entitled “Almost Ethical: Waking Up to Compromise”.  I think I got it.

So, let’s say that we can all agree that integrity is a good thing and it would be a good if everyone’s actions were always distinguished by integrity and uprightness.  At the same time, let’s assume for the sake of this blog that we can also all agree that we live in a very complex world that constantly presents us with situations that make it very difficult to live up to such a standard.  Perhaps we may also all agree that in many of these situations, we often fail to live up to the standards of integrity that we espouse and would like to see established in the world.

In Ethics, Howard and Korver identify that “Lying, a form of deception, plays a central role in ethical compromise” and that lying “appears… commonly in ethical thinking.”  They point out that “Most of us are practiced liars.”  They offer the results of one study as evidence of this:

147 college students and community members kept daily diaries of lying.  The students reported telling an average of two lies per day, the community members one.  None thought their lie telling was serious (although none of them asked the people they lied to).

They go on to make the following observations:

If we hold a video camera up to our lives, we may be astonished at the incredible sweep of lies on the landscape.  If we pan that camera to view the lives of others, we see disingenuousness everywhere.  Imagine being in the shoes of the following people, whose stories are based on real events:

  • You are a consultant, and you know your bid for phase one of a project, $300,000, will turn off your client.  You could bid $200,000, knowing your client will soon agree to the extra work and expense anyway.  You are tempted to understate the cost.
  • You are a young engineer, and you can’t get a software test to run as specified before an industry trade show.  Your manager urges you to run past tapes of the test at the show, pretending that it is a live test.  You are tempted to go along.
  • You are an entrepreneur seeking money to fund your new start-up.  You know venture capitalists chop revenue forecasts by 50 percent.  You are tempted to inflate your revenue forecast by a factor of two to compensate for the expected discount.

Whether or not you’ve ever been in these situations, you no doubt have been in similar ones.  Every time, you have probably had at least one very good reason to compromise – and at times you did.  You lied.  You may feel uneasy about it.  You may even be haunted by it.

But you shouldn’t feel alone.  Using compromise as a helping hand in life has a storied, if seamy, tradition.  Even revered leaders lie routinely…

No doubt, subsequent chapters of this book offer helpful advice about how to overcome the temptations to lie that so many of us so often find ourselves feeling.  What I would like to point out, though, is Howard’s and Krover’s insight that lying “has a storied, if seamy, tradition.”  In other words, lying has become an ingrained, normal and expected habit of our culture.  Temptation is one thing, but breaking out of a culture of lying requires a sea change in human morals, standards and codes of conduct.

Now that the immensity of what we’re actually dealing with when we start talking about “integrity” has become more clear – i.e. integrity is a really hard thing to figure out in a complex world that is really messed up – what can we actually do about it?  In other words, is it futile to try to be a person of integrity in a corrupt world?  The short answer to this question is, unfortunately, “No”.  Just like you cannot be a just person in an unjust world.  A brief example will illustrate this fact:  It is almost impossible for any one person living in North America to be able to guarantee that not one article of clothing that they own was manufactured in a sweat shop or by child laborers.  Indeed, most of us can agree that sweat shops and child labor are examples of flagrant injustice.  By participating in an economy that feeds off of their existence, i.e. paying for goods manufactured under such conditions, we are investing in the system that perpetuates the oppression and exploitation of the people whose survival depends on that system.

Being a person of integrity is equally elusive to being a person of justice.  In order to survive in the jungle, you have to obey the laws of the jungle.  So what is the solution?  What can we actually do?  Is it a hopeless situation, this reality of ours?

Indeed, it is not enough for people to just “be good”.  We must also all strive to transform the social environment, structures and institutions that we are a part of in our daily lives.  In other words, it is not enough to be a “good” person who attacks everything that one perceives as being “bad”.  You can’t just decide that you are going to be civilized in the jungle and complain about all the things that are going to eat you and hope to survive.  You also have to contribute to building the civilization that will replace it, contribute to cultivating a new garden.  You will need to find like-minded individuals and work shoulder to shoulder with them and learn to overlook all of their many shortcomings as they learn to overlook yours.

There is another good book that I’ve been reading:  Beyond the Culture of Contest by Michael Karlberg, Associate Professor in the Department of Communication at Western Washington University, whose research and writing focus on the relationship between communication, culture and conflict.  Here is how Karlberg opens his book:

We live in a culture of contest. In western-liberal societies our economic, political and legal systems, as well as many of our other social institutions and practices, are competitive and conflictual.  Surrounding this culture is a culture of protest.  In response to the social and ecological problems engendered by our culture of contest, we engage in protests, demonstrations, acts of civil disobedience, partisan organizing, litigation, strikes and other oppositional strategies of social advocacy and change.

These competitive and conflictual norms have become so ubiquitous that they appear natural and inevitable to many people.  Indeed, conventional wisdom suggests that these social norms are an inevitable expression of an essentially selfish and aggressive human nature.  The prevailing social order, according to this logic, is an inevitable reflection of human nature.  But is a culture of contest and protest really an inevitable reflection of human nature?  Or is it possible that human beings have the developmental potential for either adversarial or mutualistic behaviour? Is it possible that human culture, rather than human nature, determines which of these potentials is more fully expressed?  Is it possible that the prevailing culture of contest and protest cultivates the former rather than the latter?  And if so, what are the implications?

It seems that by taking Ambler up on his challenge, that is, in trying to figure out how to “stand up and show some integrity”, some initial conclusions can be drawn:

  1. Lying is a big, complex problem – a central part of our culture.
  2. You can’t stop the problem of lying by pointing fingers.
  3. Lying is a social problem engendered by a culture of contest – a social norm that is so ubuiquitous that it appears natural and inevitable to many people.  Many would even believe that it is an inevitable expression of an essentially selfish and aggressive human nature.
  4. Overcoming such a powerful cultural norm is not as easy as getting everyone to just read a book or attend a course.

I hope that everyone who reads this finds it to be an attractive invitation to participate in a mutualistic discourse on how we in the agile community can find ways we can work together to contribute to building a better world – a world characterized by integrity, uprightness, justice, truthfulness, prosperity and joy.

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