Agile Complexification Inverter

Pondering some messages... both the implied, the implicit, the unintended, and the overt. What are the messages when a manager calls a meeting and schedules it for an hour... then repeatedly states that they have nothing really to talk about, and after the group does the appropriate amount of beating the horse, the manager states "I will give you back 20 minutes."? One overt message is the meeting is over you are dismissed and you have 20 minutes returned to you to get real work accomplished. Another implied message is that your time is not your own and now the manager is returning their time, time they require of you to attend their meeting, is now returned to you so do with it as they have done - spend it well.  [ Because anyone delusional enough to think that time belongs to someone, is just off enough to believe that one can spend time. ] The unintended message - the part that rubs me raw; like when manager's refer to people as resources (typically implying...

What might it mean when the terms used in your Agile transition start to be applied to almost any fleetingly similar activity?  For example, the manager starts "inviting" the group to mandatory stand-up meetings, scheduled ad-hoc for the same day, with no agenda; at this "gathering" there will be a particular dynamic of communication, wonder what that style can best be described as...  Will it be anything like you wish at a team morning stand-up in the Scrum process that introduced the term? Is this a positive or negative indication of the perfusion of terminology? What is the positive aspect of people adopting the new terminology of an introduced framework? What is the negative aspect of this terminology being used to describe old and new behaviors as if they are similar. How should one address this with there supervisor? A conundrum I find myself wrestling with lately.  Do you have advice for me? A command performance for the Queen See Also: ...

Have you seen the new automobile vending machines.  It appears we could put anything in a vending machine.   So what would you put into the vending machine?

Here's an interesting article by Patrick Lencioni: Virtual Teams are Worse than I Thought Dialogue on Distributed Agile Teams Pondering communication styles, our human ability to truely understand one another, and the tools we use that constrain these attempts.  Peter Senge evolved the concept of dialogue for learning organizations. Extending quantum physicist, David Bohm's ideas on three basic conditions necessary for dialogue: 1) All participants must "suspend" their assumptions, literally to hold them "as if suspended before us"; 2) All participants must regard one another as colleagues; 3) There must be a 'facilitator' who 'holds the context' of dialogue. DAVIDAKOONTZ · 11 MONTHS AGO Dialogue, as it turns out, is a very old idea revered by the ancient Greeks and practiced by many "primitive" societies such as the American Indians. Yet, it is all but lost to the modern world. All...