Thank you, Taylorism!
Without Taylorism, we would not have the Agile Manifesto. Let's examine the conditions in which the Agile movement formed and why it has earned so much momentum.
Outline/Structure of the Talk
Lecture and room/group discussion.
Frederick Taylor's principles of Scientific Management, taught in the classrooms of every North American university through the 20th century, formed a mode of business management which prevails to this day. Taylor's ethos, quite "normal" for 1911, would reward a manager in 2019 a fast ride to a Human Rights Tribunal. How, then, did Taylor's methods become so prevalent?
Taylor's approach requires the deliberate dehumanization of the workplace. So, thank you Taylorism, for being so regrettably successful that the compass of morality has had to correct itself.
In 2001, authors of the Manifesto for Agile Software Development were advocating rehumanization of the workplace. The Agile Manifesto advances a value system with respect for customer-centricity and the wisdom of teams. Why was this document formed by technology fiends? Computer scientists? Nerds!?
Why not sociologists or human resources practitioners? Do those disciplines have nothing to say about Individuals and Interactions? Why not marketing or advertising agents? Do those professionals have nothing to say about Customer Collaboration?
We will examine the conditions in which the Agile movement formed, why it was initiated in the realm of software product development, and why it has attained so much momentum.
We owe it to ourselves, as Agile Practitioners, a great deal of credit for the shift we're encouraging in modern workplaces. But there's more work to do.
Everyone who has ever worked for terrible bosses.
schedule Submitted 5 months ago
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Origin of the Model and Its Initial Creation
Shingi was looking for a way to speak to teams in a simple and jargon-free way without sacrificing insight or key areas of focus. Over the past few years, Erick, Farshad and I have also been seeking simple ways to do the same thing as Shingi. Each of us have been in the field of agile coaching for several years and used many approaches to support teams in becoming more effective, collaborative, and healthy.
Continuing the story, Shingi connected the way that jewelers look at precious stones and gems to how we could work with teams. This process led to the naming and focus of the model.
A jeweler uses a special tool called a loupe. It "...is a simple, small magnification device used to see small details more closely." - Wikipedia
With this loupe, the jeweler can see what a stone can become. By cutting into the gem (called faceting), the jeweler is able to see more of its potential through the light, shine, and clarity.
By using the analogy of a loupe, we four co-created a model that uses facets (showcases many aspects of a group or team) to be able to see where the group that we are supporting is and potentially where it could become.
Key Principles about the Model
- The model is agnostic. This means that it does not dictate which framework, method, or set of practices that need to be followed. This allows for a variety of thinking, plenty of experimentation, and any team could use this model.
- The model is pull-based. The work that we do with the teams is based on their desire/needs (not ours) on what they would like to advance and focus on. This allows for greater ownership and a partnership between coach and team to improve.
- The model is non-linear. Since teams are every changing with its own people and the work to be done, this model allows for each team to advance and regress in multiple ways. This is more closely connected to the reality of life and work.
Some Closing Thoughts About the Model
As I have been using this model for the past few months with multiple teams (and has my co-creators as well), I have learned that this model is still in development. We started with 5 facets, then grew it to 7 facets, and now to 8 facets.