Re: [scrumdevelopment] Organizational politics
- Thank you for the link, Doug. You might enjoy Margaret Wheatley's
Leadership and the New Science: http://www.margaretwheatley.com/books.html
Doug McQuilken wrote:
> very insightful - there is an entire field termed "organizational
> development" that deals with these issues. One luminary in this area
> with a technology focus can be found here:
> Your basic premise is absolutely correct - that is, functional
> organizations tend be insular. They are most effective when one wants
> to preserve the status quo.
> Agile addresses this, to a degree, by bringing in the PO.
> Unfortunately, in larger organizations it no longer is the SWN (Single
> Wring-able Neck) but becomes a liaison, of sorts, to the
> decision-makers external to the team
> Doug McQuilken
> --- On *Thu, 4/23/09, Jayanthan Bhattathiripad /<jynthn@...>/*
> From: Jayanthan Bhattathiripad <jynthn@...>
> Subject: Re: [scrumdevelopment] Organizational politics
> To: email@example.com
> Date: Thursday, April 23, 2009, 11:03 AM
> Hi Joe,
> My experience has been the opposite. I think the most difficult
> that one faces in an organization is the politics. It is perhaps
> that when people get together their personal prejudices and
> impedes the greater good. Many times common sense just doesnt make
> to even the smartest individual. Which is why, as an organization
> larger, the politics gets worse. More people, and more "at stake".
> It is, IMHO, usually the system that causes people to behave in ways
> that are locally optimized. If you you incentivize a manager with a
> bonus that is doled out based on staying within budget, the
> manager is
> bound to question the need for many items on a "must-have" list.
> Hierarchy in an organization implies peers are fighting each other
> that one spot above. Functional silos means that the greater good
> of the
> project is undermined by the need to prop up the function.
> Your points make absolute sense. My thoughts are more around why we
> structure our organizations in such a way that we dont get the
> best out
> of it. And how do we do that?
> Joseph Little wrote:
> > Hi,
> > I am a trainer and a coach. In the course of my work, I hear people
> > talk about how hard is to get things done in organizations. (This
> > happened again recently.)
> > And I know from personal experience too, it is hard.
> > But I wanted to emphasize that organizational politics is not as
> > as we make it for ourselves (at least sometimes it is not).
> > Here are a few nuggets mined in the field of hard knocks.
> > A few suggestions re ACTION (perhaps you find one useful):
> > * When boxing, do not expect to have the first punch be a knock
> > Set 'em up for the kill in the 4th round. Lots of combination
> > * The truth is hard to resist. (Yes, I know people will deny the
> > truth and will often kill the bearer.) Keep finding ways for the
> > truth to be repeated and dealt with. Scrum throws up the truth.
> > * If a bunch of people go together to a manager's office, it is
> > harder for the manager to resist. (Make sure you have the truth on
> > your side, and that your idea makes sense.) Maybe even harder if
> > manager comes to the Team room.
> > * Justify your impediment removals. Do much better cost-benefit
> > analysis. Do them as small experiments (eg, show the actual results
> > later).
> > * Justifications include: higher NPV for the product, higher
> > for the team, faster delivery, etc, etc. Make the link from your
> > improvement back to these key things.
> > * Make the case. Make it so obviously right that the only question
> > is: "How do I know your numbers are right?" Managers only like to
> > approve obviously right things.
> > * Ask to do an experiment. Make sure the test sample is big
> enough to
> > draw conclusions from.
> > Go get 'em.
> > Nothing I said guarantees success. Accept that the other person is
> > free and you can't make him change. Give him some respect.
> > Regards, Joe
> > Joseph Little
> > Agile coach, MBA, CST
> > Kitty Hawk Consulting, Inc.
> > 704-376-8881 (Charlotte)
> > 917-887-1669 (cell)
> > http://www.kittyhaw kconsulting. com/
> > <http://www.kittyhaw kconsulting. com/
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