I’ve seen a lot of non-software teams (especially HR) attempt to “Go Agile” in that “Change-Agility” kind of way. I think the intention is spot-on, but the execution so far has been, unfortunately, consistent with the pitfalls that young Agile adopters have experienced in the software industry since the Agile Manifesto originated in 2001.
Tuckman's Theory of Group Development was first published by Bruce Tuckman in 1965. In Tuckman's original explanation, groups and teams go through four stages as they become a cohesive, high-performing unit; Forming, Storming, Norming, and Performing.
While a commonly accepted model of how teams form, science tells us that Tuckman's Theory is wrong. The stages he defines are not really stages at all, do not happen in a specific sequence, and are not all experienced by all teams. Our top argument for why teams need to be kept stable has been invalidated.
A few years back I landed a job at a Silicon Valley unicorn company. It was in every magazine, all over TechCrunch, and a darling of the Midwest Tech Company employment boom. Known for its quirky culture and oodles of LaCroix sparkling water in the fridge, it was supposed to be amazing. And it was. But as a woman in tech, I have to say that this fabulous tech company lacked a certain something; namely, other females.
In the many months since launching CTO2 and the Autonomy, Connection and Excellence framework, we at CTO2 have come to recognize the importance of Diversity as an additional dimension leaders need to focus on in order to foster a truly magnificent knowledge work culture. Originally, I might have argued that Diversity was simply a component of Excellence, but it is more than that. It is not merely an option to be considered in an overall strategy, it is a fundamental necessity. And far too many organizations fail to give it the proper consideration.
In this article, we discuss the origins of technique now known as "Collaboration Contracts". Inspired by Jurgen Appelo's work on delegation, we devised a technique that allows the team to self-select decision making roles rather than have them delegated.