When our brains are wired differently, we respond and think differently. Something that is required for creative problem solving.

But.

People prefer to hang out with like minded people. It’s easier on the brain. Easier on the emotions.

Easier. Comfortable. And requires less energy.

Now here is the kicker.

In changing environments social systems with high diversity would be more resilient. However, changing environments will cause stress and people prefer homogeneous groups under those circumstances.

Our most resilient social system is also our most unstable one.

Now is a good time to talk about the adaptive cycle for social systems.

Lets assume that people prefer like minded people. In an environment that changes these homogeneous groups would become larger. It is more comfortable to be among “your own people”. So, a changing environment would create large clusters of homogeneous closed social systems.

Homogeneous closed social systems become less and less resilient. Because of their lack of diversity and lack of outside feedback. When the environment keeps on changing, the large clusters will collapse. These social systems cannot perform their function under the new conditions.

The collapse of these large clusters levels the plain field for new groups to form. Deviant groups can get the spotlight and become an attractor for others. New clusters will form. And another cycle of growth has set in.

This model is a specific version of the adaptive cycle as used in Panarchy. You might also enjoy this adaptive cycle based upon identity roles in the lifecycle of memetic development.

Of course, it’s simplification. I mean. Really. A very simple way of looking at social systems.

But.

It explains why diversity is so hard to create and maintain. It explains why closed homogeneous groups are dominating our society, and will keep on dominating. Until they collapse. And they will. Always. Making room for something new.

Image by James Cridland.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - The Adaptive Cycle In Social Systems. is a post from: Project Shrink.

Like the famous explorers from the old days, you can follow two strategies on arrival.

Mix with the locals.

Stay low profile and try to adopt the culture of the locals, the original inhabitants of the host organization. Be harmless. Or at least, appear harmless. Mostly harmless.

Plant your flag.

Arrive with a bang. Bring your own culture and let it shine. Brightly. And loud. Plant your own freak flag for all to see and scream your own tune from the top of your longs. This might appear hostile. Or not. It will be different for sure.

Which one do you prefer?

Team exercise: “This Brave New World”.

Within the metaphor of Adventure Travel, draw a map of the land you expect to see when arriving in the host organization. Discuss the strategy of first contact: Mixing with the locals or coming in making a ruckus.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - First Contact. Mixing With Locals. Or Planting Your Flag. is a post from: Project Shrink.

Yesterday Derek Huether explained in a great post how he relates agile approaches in terms of the PMBOK to get acceptance from stakeholders:

“I would propose that you make sure you can communicate with stakeholders in a language they understand. If you start using terms like Sprint, ScrumMaster, and Burndowns, when they understand contract periods of performance, project managers, and EVM reports, you may lose that essential stakeholder buy-in.”

I agree. By changing your language you can also improve the relation with a person. By talking “the same” you appear more similar, and the more similar you are perceived, the more attracted you are to your conversation partner. It doesn’t matter if you have a job interview, talking to a project sponsor or trying to get a date. Like attract likes and language is a huge influencer in that process.

But!

If you are using Scrum, you are using Scrum. There is amazing power in using a method properly. Everyone knows what to expect. All are using the same rules of engagement, you create alignment. If you use a “standard” rule set by it’s name, like Scrum, XP, Prince2, you really have to use the entire set that is covered by the label. PINO, as in Prince In Name Only, or SINO, Scrum In Name Only, is worst case. People will assume they are working according to a certain set of rules, when in reality they are not. Total misalignment.

If you are using the labels PMBOK for sponsors and Scrum for team members, you create a big mess.

So!

So?

I know. It’s somewhere in between. It depends.

But how far is somewhere?

BTW If you are interested in the question: “How do you convince an organization to use Scrum or another agile practice and really adopt it?” I recommend this post.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Schizophrenic Use Of Methods is a post from: Project Shrink.

Following are two strategies that can be used to align means. To provide you with some ideas. To start the discussion.

Patterning – Going Through The Motions

In essence, with this strategy the project team is told what the means are; the larger organization knows best. This idea originates from Jeff Sutherland in “Shock Therapy: Bootstrapping Hyperproductive Scrum”. If you have a new team that has no experience with Scrum, you will put a very experienced Scum Master in charge and he will set the rules. Relentlessly.

Only a few rules, that make up the basics of Scrum, but they have to be followed with strong discipline. The Scrum Master will make sure this happens.
Set the rules first, than, after a while, let go when it becomes natural. This is called “patterning”.

Continuous Transparent Feedback

A human system always communicates with its environment and based upon the feedback it gets from it, alters its behavior. If a group of animals will drink water from a well and one of the groups dies because of it, they entire group may search for a different well. If a company introduces a new product, and sees its stock plummeting because of it, it might change its strategy.

It is therefor essential that the project members get continuous feedback on their own performance and the environment. This is where the use of analytics, metrics, “in-your-face” information visualization and plain old coaching comes in. By providing feedback to the team on how well they perform under the current project rule set, they will adapt to more effective means if needed.

Bas de Baar helps people find ways to enjoy the diversity of human interaction in their organizations so that they can get out of their own way and achieve their goals. - Two Strategies For Aligning Means is a post from: Project Shrink.