This post is from the CollabNet VersionOne blog and has not been updated since the original publish date.
What’s So Special About Agile?
Admit it. You enjoy telling people that you’re an Agile “practitioner”, “coach”, or “evangelist”.
It’s OK – I do too.
I also enjoy reading a well-researched article in, say, the Harvard Business Review or the Wall Street Journal that validates what we do every day in the Lean-Agile community. It shows that they want what we got (and sometimes, vice versa).
But I recently happened across the April 2011 issue of Real Simple magazine, the riveting theme of which was “Spring Cleaning”. My curiosity as to how that subject could possibly warrant an entire issue led me to thumb through the pages until I came across an article entitled “This is Your Brain on Procrastination”, written by Amy Spencer.
The article presented the following list of things to do in order to get important things done around the house:
- Do the worst thing first (you won’t have the energy to do it later)
- Start your day over at 2:00 PM (assess and adjust regularly)
- Make the job smaller (and do it just “good enough”)
- Create an audience (make yourself accountable)
- Race the clock (see how working in short, timed bursts affects your productivity)
- Don’t interrupt yourself (or let anyone else do so)
- Plan an unprocrastination day (prioritize and then immediately DO)
Sound familiar? I thought so, too.
Yes, three years ago, guidance for which people still pay good money to be Agile-certified was published in an article on getting ahead on household To-Dos. That tells me that maybe Agile isn’t so special anymore.
I think that’s actually a good thing.
Why? Because I noticed a long time ago that most of us tend to use one system of thinking at home, and another when we’re at work. It’s almost as if we swap brains somewhere between the front door and the driveway.
For example, Home Brain says, “I have only so much money and so much time, so I’m going to have to accept the fact that I can’t have both a new refrigerator AND a new fence.”
Work Brain says, “Based on our best information, I know we can only really do the fridge. Tell you what: I’ll throw the fence in as a ‘stretch goal’.” (Home Brain’s too smart for that. He knows what stretch goals turn into.)
My efforts over the last several years, to a great extent, have been focused on simply getting people to take their Home Brains to work with them. The addition, now, of even informal Agile thinking to Home Brain’s innate clarity and common sense will make it that much more valuable at work.
So what if Agile’s mysteries are being divulged to the uninitiated as they stand in the supermarket checkout line? If value-oriented and throughput-focused thinking can permeate such mundane areas of our lives as decluttering a closet, then the the way we are trying to shape how we think at work will become more similar to how we think at home.
That should make bringing an Agile mindset into the workplace more natural. I’m OK with that, even if it means Agile loses some of its status in the process.