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HBR:: Why Organizations Don't Learn

A nice article on HBR - "Why Organizations Don't Learn", by Francesca Gino and Bradley Staats; take a look.

They list these reasons:
  • Fear of failure
  • Fixed mindset
  • Over reliance on past performance
  • Attribution bias
The authors then give some strategies for overcoming these reasons for the lack of learning.  Many of these will be familiar to the agile community.

Who else has studied organization failure?  Well I've heard that many academics have studied the failure modes of organizations.  One was John Kotter's 8 Steps model developed by studying the failure modes of organizations trying to institute large scale changes.  Other's have studied how successful large mergers have been after the fact (some would suggest it's on the order of 20% successful).  Some have studied how successful large software development project have been (Chaos Report - it is not a good report).

So what does your leader do to encourage learning at the organizational level?  Is failure even allowed in your department?  If so then it will be discussed and talked about in formal settings and acknowledged by leaders, rather than only around the dark stairways and in hushed tones.

Leader's drive FEAR out of the room!

How To Ask Good Questions: David Stork at TEDxStanleyPark

Dr. David G. Stork is Distinguished Research Scientist and Research Director at Rambus Labs
Sometimes posing a good question is more important than answering a good question. Some unsolved questions—in science, philosophy, mathematics, humanities—are properly judged to be "better" than others, so we should consider how those questions arose and explore how best to guide ourselves to posing such world-class questions. This presentation explores why the act of posing good questions has been, for the most part, neglected by scholars and the general public alike and what we should do about it. There is a range of types of questions, each with optimal strategies for posing and now is the time for a call to arms for educators, researchers, technologists, and business leaders to explore the hows and whys of asking good questions.


See Also:
Pitfalls of Agile Transformations by Mary Poppendieck
Knut Haanaes - Two reasons companies fail - TED Talk AND how to avoid them:  Exploration and Exploitation

4 Questions Smart Leaders Always Ask Employees to Improve Their Performance
They're also great for fostering open dialog and developing meaningful work relationships.

End of nations: Is there an alternative to countries?  Nation states cause some of our biggest problems, from civil war to climate inaction. Science suggests there are better ways to run a planet.
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Most Popular on Agile Complexification Inverter

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Elements of an Effective Scrum Task Board

What are the individual elements that make a Scrum task board effective for the team and the leadership of the team?  There are a few basic elements that are quite obvious when you have seen a few good Scrum boards... but there are some other elements that appear to elude even the most servant of leaders of Scrum teams.









In general I'm referring to a physical Scrum board.  Although software applications will replicated may of the elements of a good Scrum board there will be affordances that are not easily replicated.  And software applications offer features not easily implemented in the physical domain also.





Scrum Info Radiator Checklist (PDF) Basic Elements
Board Framework - columns and rows laid out in bold colors (blue tape works well)
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Columns (or Rows) - labeled
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Webinar: Collaboration at Scale: Defining Done, Ready, and NO.

I was invited to participate in a Scrum Alliance Webinar.  Maybe you would like to listen to us in a discussion of techniques to collaborate at scale (remotely and with many people).  The topic is one that I've got some experience in discussions - yet I never seem to get to done...
Collaboration at Scale: Defining Done and Ready and NO for Distributed Teams
With Joel Bancroft-Connors, Agile Organizational Coach; David A. Koontz, Agile Transition Guide; and Luke Hohmann, CEO and Founder of Conteneo, Inc.


14 February 2018 11 a.m. ET (USA).




The Scrum Guide is pretty clear on the criticality of the definition of Done: "When a Product Backlog item or an Increment is described as "Done," everyone must understand what "Done" means. However, the Scrum Guide ALSO says that the definition of Done can "vary significantly per Scrum Team." This leads us to examine when and how the definition of Done should vary, how distributed teams should cr…

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A FAILURE to Communicate

I was working with a failing team some time ago.  I use "failing" to describe the outcome of the team - not the people on the team.  Are you OK with that description?



An issue arrose in the stand up - a team member that was to verify the quality of a procedure did so and reported that there were a few records that didn't match expectation in the data set.  Upon inquire the number of records not matching was over 2000.  Most people acknowledged immediately the exaggeration - I could tell by the laughter.  After about 10 minutes of discussing the details of the problem - it appeared the team had a handle on the specific situation.

I stopped the discussion and inquired if they could name the impediment.  One team member did a great job of describing the impediment as a _communication gap_.  Wonderful - I could work with that - the problem had a name and it didn't include anyones Proper Name.

"If the problem has a first name; we are going to have a problem."

I&#…