The purpose of this post is to share a cultural analysis of the Declaration of Interdependence (DOI).
For those of you not familiar with it, the DOI could be characterized by re-write of the Agile Manifesto to be more positive and less waterfall-bashing.
I have had an uneasy relationship with the Declaration of Interdependence. On the one hand, people that I respect were part of creating it or supporting it. On the other hand, it never really resonated with me.
At last week’s XPToronto meeting, three groups picked the DOI to do a culture assessment based on Schneider’s model. Here’s what they came up with:
Some of the comments made by attendees were:
- “The ideas span all the cultures.” (Including opposing ones)
- “It looks like a shotgun of ideas.”
- “Even specific statements have conflicting cultural focus; it was hard to place them.”
From the perspective of the Schneider culture model, the DOI is unfocussed. Schneider suggests that groups that are successful typically have one dominant culture. Perhaps this is one of the reasons why the DOI has never really caught.
If it works for the companies you work with, please share your stories via comments.
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. His company, Agilitrix, delivers “Agile Transformation- Redefined” with an elite team of consultants who specialize in unlocking Culture.
Agile , Agile in the Large , Growth , Organizational Culture , Project Management