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<a href="https://blog.juliobiason.me"><h1>Julio Biason .Me 4.3</h1></a>
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<p class="lead">Old school dev living in a 2.0 dev world</p>
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<li class="sidebar-nav-item"><a href="/pt/tags">Tags (PT)</a></li>
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<h1 class="post-title">Agile vs Culture: The Story of Outliners</h1>
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<span class="post-date">
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2015-12-18
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<a href="https://blog.juliobiason.me/tags/agile/">#agile</a>
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<a href="https://blog.juliobiason.me/tags/book/">#book</a>
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<a href="https://blog.juliobiason.me/tags/empowerment/">#empowerment</a>
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<a href="https://blog.juliobiason.me/tags/disenfranchise/">#disenfranchise</a>
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</span>
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<p>When the culture goes against agile.</p>
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<span id="continue-reading"></span>
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<p><img src="/images/agile.jpg" alt="The Agile cycle" /></p>
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<p>In some recent agile conferences I went this year, I've been recalling and
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telling one story from
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<a href="https://www.goodreads.com/book/show/3228917-outliers">Outliners</a>
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(which I wrongly assumed it was part of
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<a href="https://www.goodreads.com/book/show/1202.Freakonomics">Freakonomics</a>
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about the number of accidents in Asian and South American
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airlines. The book points that there is a cultural difference between those
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two and American people, in which the former see a larger distance between
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them and their superiors than the later.</p>
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<p>Why I keep recalling this? Because in agile teams, there is no hierarchy: the
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PO is as important as the junior developer; the tester has the same input
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value as the senior developer. This means that the team doesn't need to wait
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for someone higher in the chain to make a decision: the team is free to make
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their own decisions on how to better reach the value requested by the PO.</p>
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<p>In all events I went, there is a constant problem on "how do I make my team
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see the value in Agile" and "why Agile doesn't work". Again, it seems that
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Agile goes straight against the cultural reference South Americans -- in this
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case, me and my colleagues -- because we are cultural trained about that guy
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who is in a higher place in the chain and, thus, I depend on him on the
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important questions (for whatever value of "important" I believe a solution
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is). </p>
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<p>In the end, it's not as much as changing a company development model and
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explaining to managers and directors on how the software -- and its value
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-- will be delivered, but fighting against the cultural norm of having
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someone in a very high place that can make decisions while people think they
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are very low in the chain to make a decision. Not counting the constant fear
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of being wrong (which is actually good in agile).</p>
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<p>The problem revolves not only on this point, but also in the assumed position
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based on role name. Someone will assume that because their position is
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"developer", it means that they are below -- and receive orders from --
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the PO; someone will assume that because someone's else role is tester and
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their are designed as developer, they are up in hierarchy and, thus, can order
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the tester to do whatever they think it must be done.</p>
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<p>Here we have a second problem: we need to detect and empower those who think
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they are below in the chain and "disenfranchise" those who think they are
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above everyone else due the role name.</p>
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<p>My plan for 2016 is to read some books about those topics and bring this
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discussion to future events. Which me luck. ;)</p>
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</div>
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</div>
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</html>
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