I like to get to the heart of things – their source. Therefore, I love the Agile Manifesto when trying to understand all things agile. http://agilemanigesto.org
The Manifesto is an ideological, philosophical paper outlining the 4 values and 12 principles of how to manage your tasks (in IT but elsewhere, too) and work with your colleagues in an agile manner. It is not Scrum or Kanban or SAFe – those are wonderful tools. However, it is the Manifesto that clarifies what it actually means to be agile.
Like many of you, I have learned and received certifications – in Scrum, Product Owner, CAL1, and Kanban’s TKP, too. These are all good frameworks that help in very specific ways to be more agile. And in all or most of the above courses, the Manifesto is used or referenced – to a degree. But, in my opinion, it is not used to a degree that allows the agile principles to be fully understood and absorbed.
The Manifesto is the heart and soul of all things agile. It is the ploughed field – the source of growth and understanding.
I would really appreciate attending a one-day training class that goes through each value and principle of the Manifesto, with deep discussion on the meaning of each. It would then be helpful to create examples of what the value/principle would look like in action. Perhaps one should even memorize some or all of the Manifesto.
And then I’d like to write a test and be certified as understanding the Manifesto and what agility means.
In 2000 Jim Highsmith for the Agile Alliance wrote: “This freedom from the inanities of corporate life attracts proponents of Agile Methodologies, and scares the begeebers…out of traditionalists. Quite frankly, the Agile approaches scare corporate bureaucrats— at least those that are happy pushing process for process’ sake versus trying to do the best for the ‘customer’ and deliver something timely and tangible and ‘as promised’—because they run out of places to hide.” http://agilemanifesto.org/history.
So why is there no Manifesto certification? People seem capable of learning Scrum, forming teams, working in various roles, but then question whether or not they are agile. Agile is agile – it is not Scrum, not Kanban – it is its own thing.
Again Jim Highsmith wrote: “The Agile movement is not anti-methodology, in fact, many of us want to restore credibility to the word methodology. We want to restore a balance. We embrace modeling, but not in order to file some diagram in a dusty corporate repository. We embrace documentation, but not hundreds of pages of never-maintained and rarely-used tomes. We plan, but recognize the limits of planning in a turbulent environment.” http://agilemanifesto.org/history.html
If I were one of the authors/ signatories of the Manifesto – and there were 17 of them – I’d shake my head at all the thousands of arguments that exist online and in organizations throughout the world about whether some company or practice or person is truly agile.
Hence, I would insist on a Manifesto education and certification, in order for a company or person to even USE THE WORD agile, and put to rest the conundrums, anxieties and arguments once and for all.
Or, perhaps, I could be wrong – and all that’s needed is more discussion, study and simple understanding.
Preface: To be transparent in my agenda, I firmly believe there are strong parallels between Agility and Human Rights, and I believe that is a purposeful and direct by-product of the primary outcomes of the Agile Manifesto. However, I have attempted to make this article a little different from others by more subtly embedding the learnings and patterns within the messages and on several levels. As such I hope the connections are still obvious, and that you find this article refreshing, insightful, appropriate and useful.
A Premise
It seems everywhere I turn lately there is a scandal of greed, lust, abuse, harassment, violence or oppression in both the workplace as well as personal life. I’d like to believe the number of despicable activities is not actually increasing but rather I am simply exposed to more because we live in an age when the speed and ease of access to information is staggering. Certainly recent events are no exception to human history that records thousands of years of oppression, subjugation, control, and violence. My question is: as a supposedly intelligent species, why is it we have seemingly learned very little over the millennia?
I propose we have actually learned a great deal and made significant advances, yet at the same time we have experienced setbacks that repeatedly challenge that progress. These setbacks are often imposed by select individuals in positions of authority that choose to prioritize and exert their power, individual needs or desires over the rights and needs of others. However, I believe if we can truly harness the power of unity and collaboration we can make a significant positive difference, and that is what I seek your help in doing.
“The whole is greater than the sum of its parts.”
~ Aristotle
Finding a Beacon in the Darkness
Every day I find it disheartening to bear witness to people being physically and mentally hurt, abused or taken advantage of. In their personal lives and at home. At the workplace. In wars and conflicts. In human created environmental disasters. It seems there is no end to the pain and suffering or the countless ways to inflict it.
Meanwhile I sincerely believe many of us have the desire to make the world a better place, but given our positions and busy lives it can be daunting to make a real difference. In many instances we feel powerless to change the world because someone else has authority over us or over the system. It may also seem pointless to commit to change something we as an individual have little to no control over. It can also be risky to draw attention to ourselves by speaking against others in a position of power who may and sometimes will exert their influence to attack and hurt us as well as those we care for.
Despite the temptation to hide from the noise we must remain strong and acknowledge that by creating transparency and visibility in to dark and sometimes painful events we are actually opening the door to the opportunity for positive change. Obscuring truth does nothing to help a worthy cause or to better society. Remaining silent about an injustice does not provide the victim with any form of respect or comfort. Pretending something didn’t happen doesn’t make the consequences and outcomes any less real for the casualty. Inaction does not provide any benefit except perhaps the avoidance of an immediate conflict.
Many times, shining a light on something does provides tangible benefit. It creates visibility and awareness, and provides opportunity for the truth to be exposed. Although transparency itself may not solve a problem, reflection and openness should make the misalignment more critical and obvious. I believe the majority of us want trust, and honesty wherever we are, whether it be in the boardroom, on the manufacturing floor, in a political office, or even in a private home.
“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance.”
~ Robert Kennedy
However we must also acknowledge that sharing truth may often be painful and uncomfortable, and in order to create the opportunity for truth we must first provide individuals with safety so they may find the courage to do what is right. Without safety people fear reprisals, embarrassment, retribution, consequences, and loss of respect. History has taught us that without safety and courage we can not expect most people to bridge the chasm from fear to justice, and as a result the silence will continue. With silence there will be no hope for change. So in order to help define expectations and to foster a safer environment for effective communication we need a code to live by; one that provides standards and creates safety – that serves as a beacon in the darkness so that we may uphold ourselves and one another to it.
To be absolutely clear, I am not saying that policies, processes and tools are more important than people. Instead, I am acknowledging that the right combination of policies and processes with appropriate tools and a method to uphold those ideals should serve to provide opportunity for fairness for people, which is the desired outcome.
A Disturbing Retrospective Leading to a Hopeful Outcome
At the end of World War II when “relative” safety was finally achieved, people were exhausted, shocked and appalled with the magnitude of human atrocities they bore witness to. Given the darkness of the times it may have seemed less painful to move on, put it in the past, and perhaps even obscure disturbing facts rather than revisit them in the pursuit of learning. Instead, the leadership of that time chose to leverage careful inspection to uncover truths and provide visibility with the aspiration that something good could flow out of the evil. In the end the aim was to use the learnings to create a shared understanding and define standards and expectations for a safe environment in the future.
“Those who cannot learn from history are doomed to repeat it.”
~ George Santayana
To this end I believe we already have a code to live by, but I surmise most of society doesn’t give it the continuous, serious consideration and support it deserves. The United Nations Universal Declaration of Human Rights (UDHR) was created on December 10, 1948 as a direct outcome of the learnings from World War II, and in this brief but impactful document are 30 articles that define human equality and set the standards for safety. Despite some of its choice wording and age (at almost 70 years) I believe it is still directly relevant and bears serious attention.
The UDHR document transcends political borders, gender, orientation, race, religion, boardrooms, workplaces, homes, family, and economic status. Every person on this planet should not only just read it, but actively live, work, and explicitly honour the values it represents. The UDHR should become the definitive core learning article for every child. If we all continuously make a firm commitment to hold ourselves and others by the standards in the UDHR I believe we could collectively create opportunity for better safety, transparency, respect, and courage in the workplace, at home, and abroad by putting focus on what matters most – equality and the value of and compassion for human life.
The UDHR document may be policy, but with continuous effort, unilateral agreement and support it enables and empowers people. It may not be perfection, but it is aspirational towards it. It focuses on individual rights but strongly values human interaction. It promotes balance, harmony and partnerships. It demands mutual respect and caring. It is elegant in its simplicity. It promotes collaboration and shared responsibility. It defines clear expectations for a safe environment.
“Continuous effort – not strength or intelligence – is the key to unlocking our potential.”
~ Winston Churchill
I believe the UDHR is the manifesto of real, human agility, and if enough of us embrace and enforce it I believe we could collectively make real, positive change.
Now, A Challenge
I challenge each and every one of you to take time to read the UN Declaration of Human Rights. I don’t just mean on the train on the way to work, or over morning coffee, or while your kids are playing soccer or hockey, or whatever you do to pass a few minutes of time. I mean take time to really, truly and deeply comprehend what each of the thirty articles are saying. Reflect on the value of wisdom that it provides and how that wisdom came from pain and learning. I then encourage you to share it with every family member (adults and youth) and ask for constructive feedback on what it says about them and personal life. I encourage you to share it with every co-worker and then have an open, honest dialogue about what your company culture and leadership either does or fails to do to provide a safe work environment and to promote equality, truth, transparency and human rights.
Then, I challenge you to ask every single day “Given the declaration, what small positive adaptation or change can I make right now to help our family, friends, peers, coworkers and humanity achieve these goals and outcomes?” You could start with something as simple as a brief conversation, and see where it goes.
“Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.”
~ Martin Luther King, Jr.
I asked myself that very question after visiting the UN General Assembly and Security Council Chambers in New York late last year. In response, one of my first actions in 2018 is to publish this article in an effort to re-establish awareness about the UN declaration and how it may bring hope and positive change if we can rally enough people behind it. How about you?
A secondary (and arguably less important) challenge I am issuing for Lean and Agile enthusiasts is for you to identify the patterns and key words in this article that I have borrowed from various facets of the Lean and Agile domains (hint: there are at least 20 different words – can you spot them). I purposefully embedded these patterns and key words in this article to explicitly highlight the parallels that I see between Agility and the UDHR and I hope you see them too.
Recently, Mishkin Berteig recounted that one individual attending a Scrum training class with him argued that there is a misalignment, a discrepancy, in the Agile Manifesto between these two statements:
“Individuals and interactions over processes and tools”(1stValue), versus “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”(1stPrinciple).
This left me pondering the difference between a value and a principle. My dictionary tells me that value refers to the worth, usefulness or importance of a thing.
A principle is a fundamental truth or law as the basis of reasoning or action.
Therefore, although they seem to be related, the idea of value is something that is held dear,whilea principle is something one uses to reason and actfrom. Perhaps one can say the former is subjective and the latter is objective.
The first value,“individuals and interactions over processes and tools” means, to me, that all individuals, employees and customers alike, are valued more than processes and tools. The manifesto makes it clear that “processes and tools” are still important, but not as important as individuals and interactions: “That is, while there is value in the items on the right, we value the items on the left more.”
Comparing this value with the first principle of “Our highest priority is to satisfy the customer…”does not appear to be a contradiction – in fact, I believe they work hand in hand; they are “both, and.” Here’s why.
When a company values its interactions and individuals, employees will likely create products most satisfactory to their customers. Happiness and satisfaction are infectious. The principle of “early and continuous delivery of valuable software” becomes possible because both employees and customers are valued.
In another part of the online Agile Manifesto, one can read an essay on its history written by Jim Highsmith, one of the signatories to the Manifesto. For me this brief paragraph from that essay encompasses both the value and the principle in question:
“At the core, I believe Agile Methodologists are really about “mushy” stuff—about delivering good products to customers by operating in an environment that does more than talk about “people as our most important asset” but actually “acts” as if people were the most important, and lose the word “asset”. So in the final analysis, the meteoric rise of interest in—and sometimes tremendous criticism of—Agile Methodologies is about the mushy stuff of values and culture.”
