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Crossing Over

Regarding: The passage rite…applied to organizations:

There’s a large body of knowledge in cultural anthropology that describes the utility of passage rites. Passage rites are designed cultural experiences- ritual events- that facilitate an individual’s journey in transforming from one social status to another in the society, family or organization.

Open Agile Adoption, to be clear, does NOT do this. Open Agile Adoption (OAA) is a designed experience for an entire organization, not the individuals. The individuals do not repeat DO NOT experience a change in social status.

Really? Then what the heck is actually going on inside an Open Agile Adoption?

What’s going on is, quite simply, a passage rite through which the entire organization is passing, not any one individual or subset group of individuals. It’s the entire living system that’s leveling up, not a set of individuals. It’s the entire tribe that’s graduating– not a subset of it. It’s the organization as a whole- the tribe, the living system- that is taking the journey from here to there. The “organization”, the “living system”, might be a division or business unit of a larger containing entity or enterprise. The fact remains: that entire subset- that entire living subculture– is going through it together. As a single living system. As a single entity.

While we may be able to find some support for this idea in the Organizational Development community, we will find little if any support for it inside the usual source of information on the subject of passage rites, namely: cultural anthropology.

Arnold van Gennep coins the phrase “rite de passage” and Victor Turner later elaborates on this and the concept of liminality…at the individual level. As far as I know there is little if any support in cultural anthropology for the idea of “tribe as individual” experiencing a rite of passage.

In cultural anthropology, going from here to there inside a ritual is always an individual journey.

Yes- others are also journeying at the same time.

Yes- there is communitas.

Yes- after a group of girls in a tribe experience the passage rite and are officially adult women, there are system or tribe-level effects.

That said, the idea that a family or a tribe or a modern corporation can “level up” by experiencing a passage ritual is a new idea. With no apparent support from cultural anthropology.

Or so it seems.

The reality is: this works. The organization is a single, living system. It has the attributes of a living system as described by people like Arie de Gaus (author of The Living Organization) and others. There is little doubt that modern organizations are complete and living systems. As such, they can be addressed as a single entity. And that’s the basis of many applied frameworks from communities such as the Group Relations and Organizational Development communities.

In this sense, Open Agile Adoption is really nothing new. The components are sourced from other disciplines. These components are well-developed and well-understood by the diverse communities who have developed them. Open Agile Adoption however, is a new composition of diverse parts that make something new. The components are: invitation, Open Space, game mechanics, the psychology of games, leadership storytelling, and the essential passage rite structure.

 

On Communitas

I’ve seen the communitas concept play out in living color, larger than life. That is, the spirit of community. Certainly participants at the same level of authorization experience this feeling and spirit of community, as they go through the shared experience of learning, and engaging in the difficult business of belief change.

That is not surprising. What is surprising is how people at all levels of authorization experience communitas when going through the passage-rite process of Open Agile Adoption. While roles and related levels of authorization vary widely across an entire organization, it does not seem to matter. Those going through the OAA passage-rite process who have lower levels of authorization understand that the “higher ups” are experiencing something too. And as the higher ups are transformed in their own way, via some stressful learning, they understand that all the participants are going to school- together.

This is what a great Agile adoption is actually made of- the spirit of community.

 

 

In Summary:

And so the question remains: does the ancient cultural device of the passage rite apply to modern organizations? Yes, it does.

Can the passage rite be utilized in service to getting the organization from here to there? Yes, it can.

I’ve seen it, I have done it, I am doing it. And I plan to keep supporting others who are doing it.  I’m grateful for the help of other professionals are doing experiments and sharing their experiences with the Open Agile Adoption technique.

Others are beginning to discuss and rapidly refine these ideas— and use them to solve very difficult problems. Like reducing the number of coaching days needed to achieve both a rapid and lasting Agile adoption.

To make enterprise Agility a reality.

 

Related Links:

Open Agile Adoption

 

Arnold van Gennep

Victor Turner

On Liminality

On Communitas

Arie de Gaus- The Living Company

Group Relations Community

Organizational Development Community

 

 

 

 

 

 

 

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Kanban and Organizational Permaculture

This post identifies an agricultural technique (actually an agricultural-sustainability hack) called permaculture.

Permaculture principles and practices associate with culture hacking in general, and Kanban (in particular.)

A full set of links for all footnotes are provided at the end of this post.

Culture Hacking, Permaculture and Kanban

Kanban is a method for managing work and work flow. It is visual, and exposes certain things that are going on within a group doing work, and makes those things explicit. In the canonical form of Kanban, it imposes at least SOME structure by also making policies explicit, limiting work-in-progress, and so on. (If you need a primer on Kanban you can reference link [3] to catch up).

Organizationally, it’s hard to object to Kanban, in part because it does not ask very much of you– at least at first. There are few if any  anxiety-triggering changes in current roles, goals, meetings, and artifacts. This makes it easy for everyone to relax, and opt-in to the Kanban game, because Kanban, at least at first, does not seem to demand very much of you. Kanban is something that is easy to insert into the situation. And that ‘something’ is a refocusing of attention on things that matter to work groups, things like “the type of work we are doing”, “the flow of that work”, “the regulation of those flows”, and the like.

Now I want you to notice that when you introduce Kanban, you are actually engaging in the introduction and composition of new elements with existing elements in ways that are complimentary. Repeat: With Kanban, you are engaging in the introduction and composition of new elements with existing elements in ways that are complimentary.

Which brings us to the fascinating topic of permaculture.

Permaculture

Permaculture is a form of agriculture. It is a discipline of design and composition that leads to the sustainable extraction of value from the resulting system. Rather than make wide-scope changes, permaculture practitioners compose complimentary elements in service to sustainability of yield:

Permaculture asks the question, “Where does this element go? How can it be placed for the maximum benefit of the system?” To answer this question, the central concept of permaculture is maximizing useful connections between components and synergy of the final design. The focus of permaculture, therefore, is not on each separate element, but rather on the relationships created among elements by the way they are placed together; the whole becoming greater than the sum of its parts. Permaculture design therefore seeks to minimize waste, human labor, and energy input by building systems with maximal benefits between design elements to achieve a high level of synergy. Permaculture designs evolve over time by taking into account these relationships and elements and can become extremely complex systems that produce a high density of food and materials with minimal input. (Source: Wikipedia [4] )

It’s drop-dead obvious that Kanban is an application of permaculture applied to low-producing social-systems instead of low-producing tracts of land.

Intrigued? Check out these 12 Principles of Permaculture…as you examine the list, map the permaculture concepts listed to what is going on inside Kanban implementations as described in the book KANBAN by David Anderson [5]:

Permaculture Principles

  1. Observe and interact: By taking time to engage with nature we can design solutions that suit our particular situation.
  2. Catch and store energy: By developing systems that collect resources at peak abundance, we can use them in times of need.
  3. Obtain a yield: Ensure that you are getting truly useful rewards as part of the work that you are doing.
  4. Apply self-regulation and accept feedback: We need to discourage inappropriate activity to ensure that systems can continue to function well.
  5. Use and value renewable resources and services: Make the best use of nature’s abundance to reduce our consumptive behavior and dependence on non-renewable resources.
  6. Produce no waste: By valuing and making use of all the resources that are available to us, nothing goes to waste.
  7. Design from patterns to details: By stepping back, we can observe patterns in nature and society. These can form the backbone of our designs, with the details filled in as we go.
  8. Integrate rather than segregate: By putting the right things in the right place, relationships develop between those things and they work together to support each other.
  9. Use small and slow solutions: Small and slow systems are easier to maintain than big ones, making better use of local resources and producing more sustainable outcomes.
  10. Use and value diversity: Diversity reduces vulnerability to a variety of threats and takes advantage of the unique nature of the environment in which it resides.
  11. Use edges and value the marginal: The interface between things is where the most interesting events take place. These are often the most valuable, diverse and productive elements in the system.
  12. Creatively use and respond to change: We can have a positive impact on inevitable change by carefully observing, and then intervening at the right time.

Source: Wikipedia Permaculture Design Principles [6]

Is understanding the language of permaculture a key to understanding and implementing effective culture change in organizations? Probably!

What’s interesting is how the language of agricultural permaculture supports the best incremental-culture-change ideas found in my book THE CULTURE GAME book [2] and the KANBAN book from David Anderson [3].

 

Kanban…is permaculture…applied to knowledge workers. — Alexis Nicolas (France)

 

The Organizational Permaculture Approach

Here is even more support for the incremental, here-and-now permaculture approach, from a blog post, by noted complexity-science authority David Snowden [7] :

So if you want to change organizations, three basic principles:

  1. You don’t lecture management on how they are old fashioned in their thinking, instead you put them into situations and give them tools where old ways of thinking are not sustainable and they have to act differently. If they work it out for themselves its sustainable.
  2. You pick off areas where the pain threshold is the highest, for example (to pick up Agile themes) the interaction between approaches such as Agile and the measurement and management practices of the HR function.
  3. You then create approaches that change the measurement and feedback mechanisms that work in parallel with existing methods.

Implications of Organizational Permaculture

  1. Client organizations, coaches and other culture hackers can probably benefit tremendously by studying and applying the core concept of permaculture to the design of interventions. Kanban is an element for designing and composing permaculture learning solutions inside existing organizations.
  2. The most effective culture hacks are probably those that strongly align with the 12 Principles of Permaculture. This likely explains (in part) the success of Kanban [3] and the 16 Culture Game Tribal Learning patterns [2]
  3. We probably need to pay particularly close attention to Kanban case studies, since Kanban is actually a particularly good example of how to introduce and apply permaculture techniques and permaculture thinking to culture change in organizations.
  4. We probably need to search for and find more easy-to-introduce permaculture technologies like Kanban and repeat the pattern. Techniques that can co-exist with what is already there and substantially improve team learning quickly are what we are looking for.

Summary

Kanban implementations are significantly aligned with the 12 core principles of agricultural permaculture. Culture change via the incremental permaculture approach is an interesting idea whose time has come. Most effective culture hacks probably have very strong alignment with the 12 Principles of Permaculture.

 

Footnotes:

[1] Kanban and Tribal Learning (link)

[2] The Culture Game Book (link)

[3] Kanban Explained (Wikipedia entry) (link)

[4] Permaculture (Wikipedia entry) (link)

[5] KANBAN: Successful Evolutionary Change for your Business (link)

[6] Wikipedia: Permaculture Design Principles (link)

[7] David Snowden Blog Post with 3 Big Ideas: “Rose Tinting” (link)