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I am an organizational development coach and trainer, with a background in software development, graphic design, theatre arts, and team/groupwork facilitation. Inspired by (among others) Paulo Friere, Peter Block and Jesus of Nazareth, I have a keen mind, an anarchic edge and a passion for corporate enlightenment. Tobias has posted 29 posts at DZone. You can read more from them at their website. View Full User Profile

Scrum: Core Values

03.30.2013
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There is some talk of values in the Scrum literature. The five values called out by the writers of the original Scrum book are focus, courage, openness, commitment and respect. Aside from courage, which I agree is a core value, the rest seem to miss the point of a value basis, which is to establish a way of being, independent of any action.

I see focus as a guiding principle, not a value at all. The focus principle comes with some very clear actions such as prioritizing work to be done, and minimizing work in progress. Openness—being open-minded—is a nice-to-have, not a must-have. I have worked with suspicious people, even cynics, and their input, their questioning of everything, can be very healthy. One doesn’t have to be open-minded to try new ideas. But one needs a degree of trust to embark on that journey. Openness to additional new ideas often follows, but it isn’t  a starting requirement.

The Kanban community decries commitment, believing that it creates unnecessary pressure, and takes us down the road of unmet (unmeetable?) promises which lead us back into the same dysfunction we are trying to escape with an Agile approach. I tend to agree.

Respect is probably one of the most overused terms in the language of values. What process, methodology, religion, community, way of being does not believe they encourage respect? Its wide usage leaves it insipid. Respect is too often understood to mean “be nice”, and I am frequently accused of disrespect because I confront, and challenge. Respect, properly understood as kindness, is a given. We don’t need to call it out in Scrum, as if Scrum practitioners are the only ones who honor it. It is rather absurd.

I believe there are some core values, that can help establish a way of being that offers a foundation for success in moving from a left-brain, logical, commanding culture, to a right-brain, intuitive, creative one. Each of these values begins within self, and can be lived independently of the reactions of others.

  1. Courage — seek your edge; speak from your heart
  2. Trust — lead from a place of faith, not suspicion; follow likewise
  3. Congruency — act with integrity, so your actions and your feelings are always in alignment
  4. Humility — acknowledge your uniqueness, celebrate your strengths, yet strive to be a worker amongst workers
  5. Service — Be alert to the needs of others; ask for and offer help in equal proportion, for service is in the receiving as much as in the giving
Through making a conscious, personal decision to live by these values, healthy community emerges. And when we have a healthy community we stand a chance. — Related posts: A Framework of PrinciplesMeta-practices for Agility
Published at DZone with permission of its author, Tobias Mayer. (source)

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)

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Peter .. replied on Sun, 2013/03/31 - 6:26am

Would you care to elaborate your understanding of principles and values? In my understanding principles are members of a group with methodology, practice and tools (in that order with principle on top). In which way are values ordered? How do they correspond?

Could "core value" be considered the outcome of a principle much like a work product of an activity?

Regarding your own metric of values I doubt that failure to understand its intentions wouldn't hamper its use as you described it for Scrum. Introducing a new metric that attempts to overthrow an "understood" metric without a "transformation function" yields fear and distrust. The very antagonists you try to hush.

In other words: better say what you mean otherwise you can never say what you mean. Sometimes it's all about the details.

Interesting read: Wikipedia: Diffusion of innovations

Tobias Mayer replied on Mon, 2013/04/01 - 7:32pm

"The balance between values, principles and practices is essential for any kind of knowledge work. Values inspire us, principles guide us, and practices serve us. Values represent a way of being, practices a way of doing—and principles hold that awakening, balancing space in between."  —http://businesscraftsmanship.tumblr.com/post/32329553474/meta-practices-for-agility

Who am I trying to hush?

Peter .. replied on Tue, 2013/04/02 - 12:18pm in response to: Tobias Mayer

> Who am I trying to hush?

Not who, what. Fear and distrust ;)

I suppose I need a little more practice with the terms. I couldn't relate values and principles in a qualitative fashion.

Tobias Mayer replied on Sat, 2013/04/06 - 4:13pm in response to: Peter ..

I don't want to hush those things, I want them revealed so they can be seen.

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