I’ve said it before, and I’m sure I’ll say it again: “the agile toolset can be used for good or evil”. Tools such as visual work tracking, work breakdown cards and stand-ups are great for helping teams take more control over their own work (self-organization). But in the hands of someone who doesn’t respect the team, or has micro-management tendencies, those same tools can be weaponised against the team.
Put it this way, what evil pointed-headed boss wouldn’t want the whole team standing up at 9am explaining why they should still be employed?
In fact, I’m starting to suspect that the toolset is being used more often as a team disabler than a team enabler. Why do I suspect this?
Reason 1: the increasing number of voices I hear criticising agile working. Look more closely and you find people don’t like being asked to do micro-tasks, or being asked to detail their work at a really fine-grained level, then having it pinned up on a visual board where their work, or lack of, is public.
Reason 2: someone I know well is pulling their hair out because at their office, far away from software development, one of the managers writes new task cards and inserts them on to the tracking board for others to do, hourly. Those on the receiving end know nothing about these cards until they appear with their name on them.
I think this is another case of “we shape our tools and then our tools shape us.” Many of the electronic work management tools originally built for agile are being marketed and deployed more widely now. The managers buying these tools don’t appreciate the philosophy behind agile and see these tools as simply work assignment and tracking mechanisms. Not only do such people not understand how agile meant these tools to be used they don’t even know the word agile or have a very superficial understanding.
When work happens like this I’m not surprised that workers are upset and demoralised. It isn’t meant to be this way. If I was told this was the way we should work, and then told it was called “agile” I would hate agile too.
So whats missing? How do we fix this?
First, simply looking at small tasks is wrong: there needs to be a sense of the bigger thing. Understand the overall objective and the you might come up with a different set of tasks.
Traditionally in agile we want lots of small work items because a) detailed break down shows we understand what needs to be done, b) creating a breakdown with others harnesses many people’s thinking while building shared understanding, c) we can see work flowing through the system and when it gets stuck collectively help.
So having lots of small work items is a good thing, except, when the bigger thing they are building towards is missing and…
Second, it is essential teams members are involved with creating the work items. Having one superior brain create all the small work items for others to do (and then assign them out) might be efficient in terms of creating all the small work items but it undermines collaboration, it demotivates workers and, worst of all, misses the opportunity to bring many minds to bear on the problem and solution.
The third thing which cuts through both of these is simple collaboration. When workers are given small work items, and not given a say in what those items are, then collaboration is undermined. When all workers are involved in designing the work, and understanding the bigger goals, then everyone is enrolled and collaboration is powerful.
Fixing this is relatively easy but it means making time to do it: get everyone together, talk about the goals for the next period (day, week, sprint, whatever) and collectively decide what needs doing and share these work items. Call it a planning meeting.
The problem is: such a meeting takes time, it might also require you to physically get people together. The payback is that your workers will be more motivated, they will understand the work better and are ready to work, they will be primed to collaborate and ready to help unblock one another. It is another case of a taking time upfront to make later work better.
