top of page

#๐—™๐˜‚๐—ป๐—™๐—ฟ๐—ถ๐—ฑ๐—ฎ๐˜† - ๐—œ๐—ป๐—ฑ๐—ถ๐˜ƒ๐—ถ๐—ฑ๐˜‚๐—ฎ๐—น๐˜€ & ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ผ๐—ป๐˜€

#๐—™๐˜‚๐—ป๐—™๐—ฟ๐—ถ๐—ฑ๐—ฎ๐˜† - ๐—œ๐—ป๐—ฑ๐—ถ๐˜ƒ๐—ถ๐—ฑ๐˜‚๐—ฎ๐—น๐˜€ & ๐—œ๐—ป๐˜๐—ฒ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ผ๐—ป๐˜€ ๐—ข๐—ฉ๐—˜๐—ฅ ๐—ฝ๐—ฟ๐—ผ๐—ฐ๐—ฒ๐˜€๐˜€๐—ฒ๐˜€ & ๐˜๐—ผ๐—ผ๐—น๐˜€

This is one of the manifesto values that I'd personally update in this increasingly digital world.

As agile practitioners, or those involved in agile ways of working, we've all been guilty I'm sure of finding a tool or process that we love and are reluctant to 'let go' of it. I've certainly done this.

In the past, I became accustomed to JIRA. I was an Atlassian Fanby. A JIRA Jedi. Someone even offered me that T-shirt.

The result? I became less focus on the individual and interaction because I personally felt comforted by the tool.

๐—ง๐—ต๐—ถ๐˜€ ๐—ถ๐˜€ ๐—ป๐—ฎ๐˜๐˜‚๐—ฟ๐—ฎ๐—น. We are human, we have evolved to seek homeostasis and take the path of least resistance. We are fighting hundreds of thousands of years of evolution here. Of learned behaviour. Don't be too hard on yourself.

I firmly believe that this value should be reworded. Rather than the OVER qualifier. I propose 'Enabled'.

๐—œ๐—ป๐—ฑ๐—ถ๐˜ƒ๐—ถ๐—ฑ๐˜‚๐—ฎ๐—น๐˜€ ๐—ฎ๐—ป๐—ฑ ๐—ถ๐—ป๐˜๐—ฒ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ผ๐—ป๐˜€ ๐—˜๐—ก๐—”๐—•๐—Ÿ๐—˜๐—— ๐—ฏ๐˜† ๐—ฝ๐—ฟ๐—ผ๐—ฐ๐—ฒ๐˜€๐˜€๐—ฒ๐˜€ & ๐˜๐—ผ๐—ผ๐—น๐˜€.

This doesn't infer that the left is more favoured than the right, but that our ability to interact as individuals is ๐˜€๐˜‚๐—ฝ๐—ฝ๐—ผ๐—ฟ๐˜๐—ฒ๐—ฑby the processes and tools we establish.

It goes without saying, this is not a one size fits all solution. ๐——๐—ผ๐—ป'๐˜ ๐—ถ๐—บ๐—ถ๐˜๐—ฎ๐˜๐—ฒ, ๐—ถ๐—ป๐—ป๐—ผ๐˜ƒ๐—ฎ๐˜๐—ฒ.

Work with your teams and organisation to establish what works for you. Identify together, as a team - How you'll enable one another through the tools and processes at your disposal.

Actionable takeaways

- Experiment with the 'Team Charter' concept to establish with your team how best you can interact with one another in this digital world. Explore how you can enable one another with the tools and processes available.

- Recognise that it's natural to become accustomed to certain tools, but don't become too comfortable. Don't let the tool determine how you interact with your teams. This is difficult because these tools are commercially built and sold in such a way as to anchor themselves in. Embed themselves into your infrastructure and force you to use them.

244 views0 comments


Post: Blog2_Post
bottom of page