The Agile Funnel - A More Dynamic View
/How Principles Can Drive Change In Values and Behaviours
Part of the launch of anAgileMind was our first article outlining the power of Sidky’s Agile Funnel when we think of it as a tool for change. Kevin Stancavage was kind enough to critique the view presented by the funnel. In particular, it offers no mechanism by which change can be generated.
Kevin’s criticism is well founded. The recent article from Damian Harries has hinted at precisely what the mechanism is and we have begun to integrate that knowledge into the content of anAgileMind.
A Structural Model
We have used the Agile Funnel to help us think about the information presented and how that information should be structured. In brief we assert that:
Mindset is demonstrated (at least in part) by the Values and Behaviours of the individual
Values and Behaviours are intrinsic to the individual and not available to manipulate easily
Principles are extrinsic, they are guides that, when established collaboratively, show how our Values and Behaviours are to be strengthened and upheld; they are substantive and stable in comparison to Practices
Practices are ephemeral and contextual - we choose specific practices from the range available to us because they best support our principles
We use the label “Values and Behaviours” because we view Behaviour as the external manifestation of a Value. We want to emphasise that despite their intrinsic nature, Values have external impact through their reflection in Behaviour.
A Tool For Change
Principles are the component of our structural model - the Agile Funnel - that we can use to create change. Values and behaviours are our target for change - we aim to internalise the agreed Principles. Practices are too transient to create change. Sitting between these two, Principles act as our fulcrum for change.
What makes for a good set of Principles that we can use to create change?
First, the Principles should be agreed collaboratively. As we establish new Principles it is unlikely that everyone will feel equally aligned or committed to them. Establishing a set of Principles collaboratively encourages everyone to commit to them at some level.
Second, our Principles must be coherent and consistent so that when we adhere to one we are likely to be adhering to others. We must avoid contradictory Principles.
Third, our principles must align with the values and behaviours we wish to change towards, else we will move in the wrong direction.
Inspect and Adapt
As we work, our behaviour either aligns with a principle or violates it to some degree. For example, if we constantly seek to micro-manage the work of a team, our behaviour demonstrates that we do not truly support the principles of High Performing Teams or Leaders Emerge.
If our principles are consistent then adhering to one principle will likely result in adherence to others. If our behaviour violates one principle it will likely violate others.
Our mechanism for change begins to emerge. From time to time, when we reflect on our behaviour, we can ask how well we have followed our agreed principles. When we see high levels of adherence we can infer that our behaviours are well aligned with the principles.
When we see lower levels of adherence then we can inspect and adapt. We look for how our behaviours violate the principles and plan how we will behave differently in future. In our example, we can seek behaviours other than micro-management. Behaviours that will foster high performance in the team and enable leaders to emerge from the team.
By striving to adhere to our agreed Principles we begin to change our Behaviours. Changes in Behaviour means that our Values are also changing too.
Principles on anAgileMind
We have proposed eight Principles on the website. With hindsight, it turns out that we are using these Principles precisely to explore potential relationships with Values and Behaviours. To some extent we have debated the role of Principles in our model. Now it is increasingly clear to us that understanding how the Principles can induce change in Values and Behaviours is the value they bring to the model.
Principles in Your Organisation
Are the principles we have chosen for anAgileMind the “right” principles? I believe they are correct in the sense that they align with the Values and Behaviours that are described. I believe they are consistent and do not substantially contradict each other. They are agreed, if only by the limited audience of the authors.
Should you adopt these principles? Not without a lot of debate. The principles fit with what we are trying to achieve with anAgileMind. They probably will not fit the precise needs or direction of your organisation. Use them as examples, use them as source material. But don’t try and impose them on an unwilling audience.