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Category: Newsletter

Sharpen Your Knives

You’ve heard the old adage about the lumberjack who—in order to cut a tree in an hour—will take 45 minutes to sharpen the saw? This…

Rob Myers 2018-08-10

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Good Design, part IV: The Role of Tests

We’ve seen how refactoring becomes the primary design activity on an Agile team. Diligent, confident refactoring is possible to the degree that the code is…

Rob Myers 2018-03-01

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The Framework That Changes Everything

Scrum changes the way everyone in your company interacts and will likely influence your organizational structure. When an organization considers “moving to” Scrum, it’s easy…

Steve Spearman 2018-01-30

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Good Design, Part III: Refactoring

Remember this?

Rob Myers 2018-01-26

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Rethinking New Year’s Resolutions for 2018

“This year,” says your friend (who’s never run a 5K), “I’m going to do a marathon.” “Yeah? How are you going to do that?” you…

Richard Lawrence 2017-12-21

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Good Design, Part II: Code Smells

Last month we talked about good software design and introduced the notion of code smells. Code smells are names given to those instinctual thoughts you…

Rob Myers 2017-12-19

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Good Design

I’ve learned not to assume a team has experienced a variety of software design skills. Some are writing elegant functional-paradigm code in archaic, challenging languages.…

Rob Myers 2017-11-27

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Stop settling. Collaborate instead of cooperate.

“We need you to help this team. They are struggling to deliver. But don’t worry; you’ll love this team. There is no conflict and they…

Tricia Broderick 2017-11-20

1 Comment

An Agile Lesson from the Movie “City Slickers”

As an Agile trainer and coach, I have worked with hundreds of companies over the past 10 years. After reflecting back on my interactions with…

Bob Hartman 2017-10-23

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How TDD is More Than Simply Unit Testing

I was recently asked about the difference between unit-testing and Test-Driven Development (TDD). Specifically, why—if the end results are the same—would I recommend TDD over…

Rob Myers 2017-10-04

1 Comment

Leading an Engaged Organization

“Engagement doesn’t really matter in the workforce today” That’s not a real quote. I’ve never heard a leader say that. But something doesn’t add up.

Peter Green 2017-08-29

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What Do We Mean By Welcoming Complexity?

Subscribe To The Welcoming Complexity Newsletter In this inaugural issue, we explain the newsletter’s title and provide a few thoughts on relevant Agile For All blog…

Peter Green 2016-07-27

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Forum Description

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Subscribe To The Welcoming Complexity Newsletter In this inaugural issue, we explain the newsletter's title and provide a few thoughts on relevant Agile For All blog posts.

What is complexity?

Let’s look at a description of complexity from Yaneer Bar-Yam, founder of the New England Complex Systems Institute: “…to understand the behavior of a complex system we must understand not only the behavior of the parts but how they act together to form the behavior of the whole. It is because we cannot describe the whole without describing each part, and because each part must be described in relation to other parts, that complex systems are difficult to understand. This is relevant to another definition of “complex”: “not easy to understand or analyze.” source According the Bar-Yam, a complex system has two defining characteristics:

Inter-related parts
Hard to analyze/understand

David Snowden, creator of the Cynefin complexity framework, describes one more characteristic: The relationship between cause and effect cannot be predicted, only seen in hindsight.

Is your organization complex?

All organizations have the first characteristic of complex systems: they consist up of inter-related parts. Check. How about the second characteristic? Do you find yourself struggling to analyze or understand your organization? And the third? Do you often get unpredictable results? If so, congratulations, you have a Complex System. And you're not alone. Every organization made up of multiple humans is complex. What’s new is that the environment around is increasingly complex, unpredictable, even volatile. Traditional organizational paradigms are increasingly less effective.

Welcoming Change

Which brings us to the title of this newsletter. If you're on our site, you're probably familiar with the 12 Agile Principles. Allow me to remind you of principle 2: "Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage." For years, I overlooked the first word in that sentence. Sure, we would tolerate changing requirements late in development. We may even get good at accommodating them. But did we welcome them? When a changing requirement emerged late in development, did we celebrate it, like a visit from a new best friend? That's how I think of the word "welcome". To welcome changing requirements means we are excited about them, because we've discovered a better way to delight our customer. Hence, that second sentence: "Agile process harness change for the customer's competitive advantage".

Anti-Fragile Systems

Let's look at a related concept. In his book Antifragile, Nassim Taleb describes four types of systems:

Fragile systems, which break in the presence of stress and change.
Robust systems, which resist stress and change before they break.
Resilient systems, which flex in the presence of stress and change, before returning to their original state.
Antifragile systems, which improve in the presence of stress and change.

Accommodating changing requirements is an example of resilience. We will flex our system, but then return it to where it was. Welcoming changing requirements is an example of antifragility. We will improve our system based on the change.

Welcoming Complexity

This newsletter will explore the values, principles, and practices that allow us to welcome complexity. We want to harness complexity for our customer’s competitive advantage. We also see that harnessing complexity helps make our workplaces more engaging and rewarding. Finally, we want our organizations not just to be more competitive in the marketplace, but to better serve their purpose in the world. This newsletter will explore questions like:

What is different about an organization that improves in the presence of volatility?
What leadership behaviors are required?
What organizational structures will encourage this approach?
What systems or frameworks can we put in place to catalyze it?
What organizations are doing this now, and what can we learn from them?

If this sounds interesting to you, subscribe to get a monthly dose of ideas. Feel free to forward this to friends or colleagues that you think might be interested.

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