Agile Otter Blog

Within my company, we're talking about agreements and expectations a lot. Safety in decision-making and action-taking is all caught up in expectations and working agreements, and many of ours have been unspoken, unwritten, and un-negotiated. As a result, it is easy to drop things, expecting others to pick them up when they don't know to do it. It's also to do things that seem to step on your colleague's toes or which work at cross-purposes.  I was doing some work for a very dear client of ours, and I needed to revisit the Debian New Package Maintainer's guide . What appears on page one? A set of working agreements. We all are volunteers. You cannot impose on others what to do. You should be motivated to do things by yourself. Friendly cooperation is the driving force. Your contribution should not overstrain others. Your contribution is valuable only when others appreciate it. Debian is not your school where you get automatic attention of...

Messages from the past have a way of reaching into the future and getting your attention. This week everyone is talking "apocalypse." This is because of an ancient mayan calendar which quits tracking time on Dec 21st. The joke (I hope we all know it's a joke) is that it stops because that's when time ends. Of course, my calendars used to run out every year (before Google Calendar). The word "apocalypse," according to my sources, was a theatrical term. It referred to the moment when the curtain was pulled back and all was revealed. When I learned that, the title of the biblical book "Revelations" finally made sense, as did more of the text within. Today I'm facing my own apocalypse. An ancient message (from two years ago) has come back and presented itself to me. I like this team. They're good people, and they understand their business. They write quite a lot of code, and they get along. There is nothing to dislike, and much anyone...

Note: There is good news on this front. Apparently the copyright has been settled, and we have new copies printed last year by Solis press. You may still be able to buy a cop y from Amazon! Now on with the original post.... In 1926, Graham Wallas published a book which has been cited in organizational theory texts all over the world (as well as papers on the  Philosophy of Art ). It presaged cognitive psychology and built a model of creative thought that has helped millions of people recognize and appreciate their own ability to think creatively -- and teach it to others. I don't have a copy of The Art of Thought.  I know it by reputation and reference only. It seems like every once in a while I stumble across yet another reference to the Wallas Model of Creativity , and still I don't have a copy, and have never read a copy of the original work. Why? Because I can't have one. Amazon doesn't have it. Google books doesn't have it. Barnes and Noble doe...

Did you watch Monty Python's The Meaning Of Life ?  There is a great scene that takes place in the Very Big Corporation of America, excerpted here: CHAIRMAN: ...Item six on the agenda: the meaning of life. Now, uh, Harry, you've had some thoughts on this. HARRY:  That's right. Yeah, I've had a team working on this over the past few weeks, and, uh, what we've come up with can be reduced to two fundamental concepts. One:  people are not wearing enough hats.  Two: matter is energy. In the universe, there are many energy fields which we cannot normally perceive. Some energies have a spiritual source which act upon a person's soul. However, this soul does not exist ab initio, as orthodox Christianity teaches. It has to be brought into existence by a process of guided self-observation. However, this is rarely achieved, owing to man's unique ability to be distracted from spiritual matters by everyday trivia. [pause] BERT: What was that about hats, again? T...

One day, a fish came to visit some kangaroos. He saw right away that the kangaroos spent all their time hopping on the dusty ground and browsing among the shrubs. Their habits would never work, and surely lead to their deaths, if they were to come to the ocean reefs even for a single month! "Foolish kangaroos," he called to them, "heed my words and live! This hopping and browsing is pointless madness! You must learn to paddle and snatch live prey from among the rocks! The ocean is no place for hopping air-breathing creatures, so come follow me and learn the better way!" The kangaroos, amazingly well-adapted to their un-ocean-ly environment, dutifully ignored the fish. They looked for common ground for conversation, but somehow the topic always turned to the futility of hopping and the unpleasantness of a dry environment. Sometimes they asked polite questions, and the patient among them tried to explain that their way of life was forever on solid ground whe...

A few ideas rattling around my head need a place to live while I think them through, so I am shoveling them into the ole blog so I can think about prepping materials and exercises for a class I am teaching soon. I was considering an archetype developer that we've all seen (heck, half of us have been ) and how hard it is to reach this particular type when doing any kind of a technology or methodology change.  Here's the stream: There is this guy who believes he's an exceptional programmer, but underrated and under-respected by his peers. Why does he think he's good? Maybe he doesn't really believe it. maybe he's afraid. (@RonJeffries) A guy who never thinks or reads about programming off-hours, never goes to talks, hates pairing, skips reviews. Thinks himself an expert? b/c folks like that have a Darwinistic career advantage over peers who /are/ good but think they're mediocre/overpaid/overrated (@LancePurple). I suspect Dunning-Kruger Effect . Not go...

Today we held the first ever Puzzle Challenge at my client's site. The goal of the challenge was for each team to pick a work style that aided them in getting the greatest number of puzzles completed in a very short time (10 minutes per sprint). The set of puzzles to solved was a mix of crosswords, mazes, word-search, sudoku, word jumbles, and number blocks. The teams were told that there was no partial credit at the end of the ten minute sprint. The teams were given a menu of practices to choose from: Team members could one mode of adaptation, leadership, teamwork, noise level, and task switching. A style of 11111 would mean a 1 in each of these categories, a style strongly resembling an "ideal" organization in the buttoned-down 80s. A style of 33333 is basically a productive chaos, which might have been more widely recommended in the free-spirited 60s. Teams made an initial selection, then were allowed some adaptation. In initial selection of work s...

I was telling Esther Derby about a little trick I worked out some time ago at one of my clients. The retrospectives had gone stale, with team members offering the same "we should..." list iteration after iteration.  I suspected that they didn't feel that they really had the authority or permission to change their process for the better. I had a good relationship with the CIO and wandered into his office. I said, "we have some changes we want to make, and they won't really cost any money or affect other departments, and I just wondered if you think it would be okay to do them."  The CIO looked at me incredulously, "Of course. That's a silly question to ask." "Alright, then there is this other change.  It might take a few man days out of each iteration, but it will be helpful for the team.  Would that be okay?"  He sighed, "If it's a few man days per iteration, we can afford that. Go ahead and take that time. You don'...