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Blog - NeedleHop


But Why Communitas?

Civilization seems so obsessed with individualism, personal performance, and distinctly partitioned acknowledgement with rewards these days. Why Community, and why now? Many are asking. There is an excellent source of answers from a book published as many as 27 years ago, as of the time of this writing. Multiple extractions from the same book follows:"Responsibility for the WholeThe freedoms in the first column of our chart - truth and rights, empowered teams, and freedom of enterprise - liberate the power of the individual and of teams and focus attention on the customers. These freedoms can themselves transform bureaucracy, but the transformation will be neither balanced nor complete. Other complementary forces and institutions are needed for people to connect, collaborate, and give each other community support - especially to get complex…
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The Best Books In Life Are Free

Before Agile was actually named 'Agile' or described in any kind of coherent document, there were people doing research into social technology who wanted to uncover predictable ways to lower the drama that makes life less than great for everyone, at work, in school, or at home.   -Anywhere that interaction is bound to happen or be sabotaged by misunderstanding. The people I'm talking about are Jim and Michele McCarthy, and they compiled the very best learning into a book called "Software For Your Head." (Pay full-freight here if you want a paper copy.) And as if that wasn't enough, they made their book free to the world because social technology wants to be free. If you want to have a Great life, and accomplish Great things, then this is the…
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Only Adaptable Organizations Have A Shot At Becoming Agile

If you are an Organizational Design professional, a business executive, or agile coach/consultant that has been sitting on the fence about Open Space Agility or Prime/OS™ (both leverage Large Group Interventions or 'LGI's') for the last few years that it has been blowing every other Engagement Model or transformation platform out of the water (actually no others existed until about 1 year ago), then you may want to ask yourself if you are just a laggard. Being conscientious is one thing.  I always look before I leap.  But waiting until academics have gone several years beyond gathering the data, and publishing white papers about their findings for scientific peer review, ultimately culminating in the publication of mass-marketed books.... is an entirely a different matter.  Could you be waiting for your…
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The Growing Popularity of Leadership Scrum

I'm noticing quite frequently now  people from a broad variety of fields, especially agile transformation consultants, executive coaches and engagement model designers, are seeing success with Leadership Scrum as a highly effective approach to Business Agility.  Starting with the Product Team has not given us nearly the lasting benefits that starting from the top of the organization has.  I attribute this to the difference of impact that leaders who go first have on the rest of their organization. Authorization by example, and Signaling with Action are just more viable as a self-replicating vector (aka. 'meme') than the passive-aggressive  ownership projection known as "just-tell-me-what-to-do" or  the clumsy ambiguity of "do-as-I-say, not-what-I-do."  People who are leading Exponential Organizations understand this phenomena instinctively, and they are taking very bold, decisive action toward behavior…
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Where “Meet Them Where They’re At” Meets “The Tyranny of Structurelessness”

In the agile community, there is a gradual, non-disruptive approach to agile transformation which is represented by the phrase, "Meet them where they're at."  This approach is in contrast to a more confrontational, disruptive approach to agile transformation, where there is a kind of monolithic, across-the-board "from this moment forward, and until further notice" sudden change to people's roles, flattening the hierarchy of the organizational structure, and drastic update to the processes and tools being used, which may bear absolutely no resemblance whatsoever to their predecessors.  The latter approach can add such a huge shock to the system that the company cannot continue to deliver its product or services to the market, and possibly go out of business as a result, theoretically.  I haven't seen such things happen yet, but…
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Catalyst Level Leadership and Open Space Agility

I've found some new alignment with the findings of Bill Joiner & Stephen Josephs in their book, "Leadership Agility" which I have been reviewing again. Originally published in 2007, the book is now 10 years old, and aging like fine wine, in my opinion.  The principles it reveals are timeless classics, and as I review their bibliography I find I share an appreciation with Joiner and Josephs for great authors and research in the field of organizational development, behavioral psychology and business coaching, to be quite closely aligned. From page 93 to 95, under the heading "WHAT LEADERSHIP MEANS AT THE CATALYST LEVEL" I noted a flurry of parallels to several constructs which are pervasive to the Open Space Agility movement which professional agile coaches, Open Space facilitators and business…
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Business People Usually Throw Good Money After Bad in Agile

I'm writing this blog to issue a Protective Warning: You're probably wasting a lot of money on agile coaching, training, facilitating and consulting. People attempt to do Agile transformations on their company quite often nowadays. Unfortunately, they fall victim to consultants who do not share their interests.  -Especially large, well-known consulting firms are the worst offenders. Agile has a kind of paradox that frustrates employers from capturing the business value that is often touted in business newspapers, magazines, online articles, whitepapers, blogs and golf course conversations.  Here's what the misunderstanding is all about: you can't make your people be or do Agile, because part of Agile is the freedom to choose to be great. [caption id="attachment_464" align="alignright" width="446"] Martin Fowler, signatory of the Agile Manifesto[/caption] I cannot claim this as…
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I recently led a Scrum class whose members were already quite knowledgeable and experienced.  I did a retrospective of the first day of the class, and there were several stickies under the column entitled "Could be better" which were explicitly asking for less beginner theory and more stories and hands-on complex tools.  They were pleading for the advanced version from the trenches. I had very little time to throw something together, but I had a few ideas.  Fortunately, I was co-training this class with their coach, and he knew some of their pain points.  On day 2, we promised to give the class lots of "variant content" that could be used to conduct the meetings as an experiment, if the plain vanilla format of the Scrum meetings grew stale, and…
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Transformation Hall Pass & Big Bang Regressions

When transforming an entire enterprise it is nearly impossible to all of sudden instantaneously flip everything on its ear: the roles, processes, organizational structure and the mindsets of all the people that inhabit it.  From the outside looking in, there are many aspects of life that appear susceptible to instant metamorphosis.  Individual kernels of pop corn bursting open, photographic film exposed to sunlight, the illumination of a light bulb...all of them are commonplace to us. However, many changes happen so gradually, at such a small scale or large scale that our perception of them is that they are practically static and immutable.  Consider the pupa.  Though it contains dormant life, it does not move perceptibly to humans.  Indeed, we would not recognize that the contents of the cocoon are a…
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