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Sowing Organic Change

Kevin Rutherford is an Agile Coach in the UK, and one of the people behind Carnival of the Agilists, a monthly digest of notable Agile postings. Last week he wrote, on his own SilkAndSpinach blog:
"Through bitter experience I've come to recognise that change works best when it isn't inposed, and when it is allowed to occur over a period of time."
The tools he uses to foster more organic change include:
  • Current Reality Tree,
  • Simulations and
  • Hansei-kaizen.
The latter is a set of Japanese terms, used in the lean manufacturing arena. But by any name they are also key practices upon which Agile's empirical processes are built: relentless reflection (hansei) and continuous improvement (kaizen). This pattern is repeated in various ways in Agile methods - from micro (TDD unit testing) to macro (project retrospectives), and everywhere in between. Unfortunately, he hasn't provided a link for further reading on this thinking tool, but it's found throughout the agile literature - watch for terms like "reflection", "retrospective", "inspect-and-adapt', and, less originally, "learning". It even extends to management: Joshu Kerievsky of Industrial Logic teaches organizations to use management tests as yet another opportunity for incremental learning.

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