A critical predictor of success I have seen in Agile transitions is how people define reality.
Let’s face it, if you are running Scrum well, then there will be all sorts of ugly problems that pop out of the woodwork: decaying technical infrastructure, technical debt, people struggling with new roles, people no longer able to hide behind the fog of waterfall, and conflicts between groups.
Scrum is designed to make impediments visible. Management’s role is to act on these and remove them to support the team. Usually, these problems have been around for a while.
Consider the Matrix
What does the film The Matrix have to tell us about this situation?
Neo is Seeking
Neo is not satisfied with the status quo. He knows that something is wrong but is not sure what it is.
Morpheus is the Guide
Morpheus acts as a guide. He tells Neo that everything is not as it seems. Neo must decide if how badly he wants to know the truth.
Neo must choose
Morpheus gives Neo a choice:
- Red Pill: Learn the truth about and discover how deep the rabbit hole goes.
- Blue Pill: Remain in his current reality and wake up the next morning believing whatever he wishes.
What does have to do with Agile?
- The Matrix = Organizational Reality
- Neo = Transition Sponsor
- Morpheus = Agile Coach
When a client swallows the red pill, they choose to confront the red flags and problems. Just like the recommendation from one of my favourite management books – Good to Great. In this situation, it is possible to do what Michael Spayd call Strategic Agile. This is represents the fundamental shift in behaviours and values called for by Agile. It leads to a learning organization that is on the road to joy in work and high performance.
When a client swallows the blue pill, the we are in a Tactical Agile situation. In this case, it might be possible to find some local wins with morale, teamwork and productivity. It might also lead to organizational backlash that reverts Agile. Sadly, what frequently happens is that the Agile champions and advocates who want to create a better company leave to find a place with a future.
In every transition, I have seen red pill, blue pill situations. Some of them are minor decisions. Some are major like investment in repaying technical debt and investing in improving productivity.
At one company, the top 10 contributing staff built a value stream showing that a “5 day project” actually took 9 months to complete and the $5k revenue was offset by $25k of costs. More than half of the executives (CEO, CTO, VP Sales, VP Engineering, CFO) discounted the data. It was a blue pill moment.
At another company, we talked about the science of motivation, and they took the red pill. The yearly bonus went bye-bye. On the other hand they later took the blue pill on technical debt. Can’t win ’em all.
One of the biggest problems I have seen is that the sponsor of the Agile transition is often the author of the problems. For example, the VP Engineering who was on watch when technical debt was piling up – it’s hard for him to get excited about sharing this problem with superiors and asking for patience while he fixes it.
If you are a coach, it’s your job to know where the boundaries are and help clients cross them when they are willing.
Next time you are working with someone, think about their reality and how they see the situation. Then find ways to share yours. At the end of the day, it is their choice.
Take a few minutes to watch this video clip from the movie. It’s fun and will help your brain remember this post.
Michael K Sahota guides and teaches leaders how to create high-performance organizations. He is the creator of a proven system for leading change through a practical playbook. His model for Consciously Approaching Agile guides the creation of a cultural and leadership context where Agile creates lasting organizational results. Michael has taught over 1000 leaders worldwide through his highly acclaimed “Agile” Culture & Leadership Training.
Adoption , Coaching , Creativity , Management , Observing , Organizational Change , People , Red Pill , Transition , Vulnerability