Craig Larman’s Laws of Organizational Behavior

After decades of observation and organizational consulting, here are Larman's Laws (observations ) of Organizational Behavior. 

"If you want to really change culture, you have to start with changing structure, because culture does not really change otherwise. and that’s why deep systems of thought such as organizational learning are not very sticky or impactful by themselves, and why systems such as scrum (that have a strong focus on structural change at the start) tend to more quickly impact culture.

The Conway's Law

Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.  Understanding this low may help us avoid architectural traps and dysfunctional organization overhead to better produces a quality product.  

@jesse_toth: we should model our teams and our communication structures after the architecture we want.

LeSS - Large Scale Scrum

As it turns out, there is a way to do Scrum at scale and it’s name is LeSS -  Large-scale Scrum.  It requires examining the purpose of single-team Scrum elements and figuring out how to reach the same purpose while staying  within the constraints of the standard “Scrum rules.”

The Innovator’s Dilemma

Based on Clayton Christensen's must-read research the Innovator's Dilemma explains how difficult it is for many companies to adapt to changing markets, and is a good framework for understanding both why some companies are so slow to adapt. Once it’s clear that the innovation is inevitable, the company must step up to embrace it, - whether it likes it or not. If the business mobilizes quickly enough, it can turn the disruptive change from an existential threat to a strategic opportunity.

Boiling Frog Syndrome - Going along with the changes of your surroundings.

When change happens in a very slow rate it escapes our awareness, we may just drift a long with the tide.

A metaphor that is often used for the inability of people to react to changes that occur gradually is the boiled frog syndrome. It is difficult to control —the slow, stealthy creep of  ompromise and complacency—poses perhaps the greatest threat to the ongoing success we worked so hard to achieve. And because of its subtle entrance, we frequently don’t even recognize it when it arrives. 

It happens everywhere, in our personal life , work organization. Let’s  detct and avoid.

Autonomy Mastery Purpose -What Motivate Us?

As to Dan Pink , The things that really motivate us inside, beyond things like money and material benefits are Autonomy, Mastery and Purpose. Here’s a review explaining what those are , what motivates us, what agile team motivation gets to do with it and how does this affect organizational motivation?

Feature Injection

“Feature Injection is a business analysis process framework that allows teams to exploit the value of the traditional business analysis techniques in projects involving frequent iterative deliveries. It focuses test-driven-development and behavior-driven-development on delivering business value and ensures that a team only builds features and projects that deliver value, avoiding the wastes of scope creep and just-in-case code.”

The Agile Team - Agile 42 Insights

What makes it work for an agile team?