Navigating the Agile Illusion: A Communication Perspective
We may think we're agile, but are we really?
In today's world, everyone claims to be agile, proudly stating, "Yes, we are doing agile, so therefore we are agile." Let's take a closer look at that assertion:
"Why do you believe you are agile?"
"Well, we perform all the scrum ceremonies as expected. Our daily meetings usually last around 15 to 20 minutes, we operate in self-organizing teams, and we showcase demos to the business teams every two weeks."
"When does the user get to see the product?"
You mean the customer? We review this regularly in every fortnight demo.
No, I mean the actual user, or sample of users.
"Ah No. Not until this set of features is completed."
"And when is that?"
"In 9 months."
Many organizations have mastered the art of appearing agile while, at their core, still employing a waterfall approach disguised in agile terminology, maybe even unknowingly that they are not as agile as they think.
Resistance to change isn't a novel concept in IT, and it requires a significant leap out of the comfort zone. This involves departing from traditional artifacts such as detailed designs and fully defined Gantt charts in advance, which counteract the embrace of change that agile advocates.
To facilitate change, it may be necessary to seek management support. However, disregarding or even undoing the superficial victories of agile adoption, along with overcoming resistance to change, is crucial for genuine progress.
This article will explore the communication perspective to aid in this transformative journey.
Communication from the Top Down
In our pursuit of agility, we often find comfort in familiar roles. Managers, drawing on their experience, may be tempted to prescribe solutions directly to struggling teams. While this approach may yield short-term results, it fosters a culture of dependency. To empower teams, encourage them to articulate their solutions, fostering self-organization. Resist the urge to provide ready-made answers; instead, guide them in their problem-solving journey, allowing room for independent thought.
As a manager find a way for them to get the same considerations you have, you might find that the teams, being the ones in the trenches with the problem, and after hearing those have an even better course of action.
Openness
Adopting an agile mindset means embracing failure as a path to improvement. Managers must refrain from transforming mistakes into blame games, as this stifles innovation and breeds fear. Encourage open communication by rewarding transparency about challenges faced and solutions attempted. Shift the focus from problem-solving to learning, asking teams about lessons learned and future strategies. This approach fosters an environment where failure is a stepping stone, not a stumbling block.
Us vs. Them: Bridging the Divide
Agile communication transcends internal team dynamics; it extends to business and leadership interactions. Assuming IT teams can be agile in isolation is a fallacy. All stakeholders must embrace the agile mindset. Traditional roles that resist change need to be integrated early in the process. Avoid the misconception that detailed plans can be handed off, returning months later for results. Collaboration, involvement, and continuous communication are the new norms.
Remove Bottlenecks and Intermediaries
Identify and dismantle communication bottlenecks. Messages like "I will talk to Team X and get back to you" introduce unnecessary delays. Instead, promote open team communication, utilizing tools like Slack for group discussions. Encourage teams to manage their own communication flow, minimizing intermediaries and ensuring direct and efficient information exchange.
Self-Organizing Communication
Challenge the reliance on designated representatives for communication. Use technology, such as Slack, for group discussions. Encourage teams to define who they need to communicate with and when. Foster a culture where teams define who they need to engage with and when. Encourage the use of shared platforms for ad-hoc communication. Team members should feel empowered to address issues promptly, breaking free from rigid frameworks if needed, as exemplified by a team holding a spontaneous second retrospective.
Break the Glass Ceiling
Agile transformations often face barriers from external teams clinging to outdated practices. Managers play a crucial role in dismantling these barriers. Work closely with other teams, helping them understand the agile shift and encouraging them to adapt processes for better collaboration. Managers, as key influencers, must undergo their own mindset shift before guiding their teams through the agile journey.
In conclusion, achieving true agility requires more than performing ceremonies; it demands a paradigm shift in communication. Managers must become facilitators, teams must become self-organizing, and organizations must embrace agility holistically. Managers are pivotal in driving the agile shift. Close collaboration with them is essential to ensure the mindset shift occurs at all levels of the organization.
