[OSList] Agile Adoptions, Open Space, and control

[Daniel Mezick]

There is a fellow named Ed Seykota. He innovates. He has 2 pairs of 
models: a pair for 1-to-1 relationships, and a pair for group & system 
level relationships. His models confirm and align with the philosophies 
and assumptions which form the foundation of Open Space:

·All systems are open

·All systems are self-organizing

The Models

(1) *intimacy-centric*and *control-centric*models for relationships;
In a control-centric relationship, the parties go for control.  They use 
manipulation, force, threats, guilt, etc. to get each other to "behave" 
properly.  In an intimacy-centric relationship, the parties go for 
connection.  Every event becomes an opportunity to become closer and 
more intimate.


(2) *causal*and *system*models for dynamic behavior.
In the causal model, we have a cause and an effect.  You flip the switch 
and the light goes on.  In the system model, you have inter-relating 
elements that co-evolve as their effects on each other change.  Some 
examples of systems are a thermostat that intends to keep the 
temperature in the room constant and a futures market that intends to 
find a price that balances supply, demand and other speculative 
interests. Politicians typically apply the causal model to economic 
situations so as to find a convenient "cause" that justifies 
expenditures on their pet projects.

Now, what is interesting & concerning (to me) is the way the so-called 
Agile institutions tacitly support the control-centric model for 
relationships and the causal model for dynamic behavior, in Agile 
adoptions. Throughout the world.

I am an Agile consultant. I choose to focus my attention on finding ways 
to reduce the number of coaching days, such that organizations can reach 
a state of self-sustaining, "freestanding" agility faster. And here is 
what I have discovered: to speed up the process of change, the people in 
the situation have to actually /consent/ to the change. They must be 
/willing/. They must be choosing /freely/. High Performance in Agile 
adoptions is a function of /opt-in willingness to proceed/ on the part 
of the people who actually do the work.

Sound familiar?

Typical Agile adoptions today are implemented as imposed and mandated 
process change. By "management". By "formally authorized leadership." 
This is the control-centric model for relationships.

Typical Agile adoptions today are implemented as imposed, mandated 
process change. The assumption is that if we can just "make them do this 
or that", we can "cause" improvement in the organization. This is the 
causal model for system behavior.

This is a very serious problem in our world, and one that the so-called 
Agile institutions are just not addressing. The Agile Alliance, for 
example, has various policy statements. Yet the Agile Alliance has no 
policy statement whatsoever regarding the harmful, mandated imposition 
of Agile practices. This amounts to a rubber-stamping of the 
control-centric, causal, imposed-Agile "status quo" that we see in the 
world today.

Open Space can help with Agile adoptions, but only if the Facilitator is 
unwilling to implement the control-centric model for relationships, and 
only if the Facilitator is unwilling to implement the causal model for 
social-system behavior. Well-intentioned management often just does not 
see it that way.

I'm concerned that we are entering a period where, absent any clear 
position statement on mandated-Agile from the so-called Agile 
institutions, we can expect trouble in the way Open Space evolves in the 
Agile-adoption marketplace. As Open Space Facilitators, we (and we 
alone) are in a position to maintain the sanctity of Open Space, and 
prevent it from becoming a tool of manipulation and control in Agile 
adoptions.

Daniel

Related Link: The Agile Imposition

http://martinfowler.com/bliki/AgileImposition.html

Related Link: Sample Agile Alliance policy statement on certification

http://www.agilealliance.org/news/agile-certification-a-position-statement/

Control vs Intimacy Model for 1-to-1 Relationships; Causal vs System 
Model for Groups

http://www.seykota.com/tt/workshops/examples.html



-- 

Daniel Mezick, President

New Technology Solutions Inc.

(203) 915 7248 (cell)

Bio <http://newtechusa.net/dan-mezick/>. Blog 
<http://newtechusa.net/blog/>. Twitter <http://twitter.com/#%21/danmezick/>.

Examine my new book:The Culture Game 
<http://newtechusa.net/about/the-culture-game-book/>: Tools for the 
Agile Manager.

Explore Agile Team Training 
<http://newtechusa.net/services/agile-scrum-training/> and Coaching. 
<http://newtechusa.net/services/agile-scrum-coaching/>

Explore the Agile Boston <http://newtechusa.net//user-groups/ma/>Community.

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