Saturday, January 9, 2010
In a hierachial organizational context, when people are told to do things in a particular way, they do it that way but usually do not like it. This seriously erodes their commitment, motivation and belief in the way they do what they do, as they have not internalized "why" they do what they do, that way.
Let me try and explain: When I was an officer in the Indian Air Force, we were all forced to have a crew cut (very short hair). We used to loathe short hair cuts and would always defy by not having hair cuts during our long holidays. After I left the service, back in civilian life for the last 2 decades, I always have a crew cut by choice. I find long hair is very troublesome to maintain. This happens, as now, I truly believe that sporting a short hair cut is more comfortable, more hygienic, more presentable and very easy to maintain.
Over time coaching and training software professioanls, I found that when they are told to do something that seem illogical, they question it. This questioning and subsequent analysis and understanding leads to more clarity in their learning. Just as we show them the right things to do and clarify its rationale, we should also illustrate what may be the wrong things to do and clarify those rationale too. This accelerates right learning.
My rationale for discussing FScrum as a controversial concept here was to generate an interest to understand "how not to do Scrum" and consequently create a realization in them as to "how it is done right" and "why is it so". I am just playing the "devil's advocate" to accomplish my goals of ensuring that everyone practising Scrum understand its rationale right and practice Scrum in its true spirit to be able to harness the best of the benefits out of it.