Indeed. It is too easy to read this as a rejection of tools, processes, documentation, and plans. That interpretation makes it harder for at-the-coalface employees to get help from leaders when they...
- actually need tools and processes designed to set the conditions for healthy interactions among individuals.
- actually need to spend time improving the documentation to enable them to produce working software.
- actually need to have a meeting-of-the-minds so they can collaborate with customers.
- actually need to spend some time planning so they can respond effectively to change.
Part of the problem here is that good technical leadership is waaaaaay more difficult than can be reflected in a 4-point manifesto. Whole books[1] are written about it. Part of the problem is information flow. It takes courage to speak clearly enough to tell leadership that they're so focused on being agile that it is harming social trust in their organization and preventing their teams from acting with agility.
[1] recommendations: The Toyota Way, Leadership is Language, Ego is the Enemy.
- actually need tools and processes designed to set the conditions for healthy interactions among individuals.
- actually need to spend time improving the documentation to enable them to produce working software.
- actually need to have a meeting-of-the-minds so they can collaborate with customers.
- actually need to spend some time planning so they can respond effectively to change.
Part of the problem here is that good technical leadership is waaaaaay more difficult than can be reflected in a 4-point manifesto. Whole books[1] are written about it. Part of the problem is information flow. It takes courage to speak clearly enough to tell leadership that they're so focused on being agile that it is harming social trust in their organization and preventing their teams from acting with agility.
[1] recommendations: The Toyota Way, Leadership is Language, Ego is the Enemy.