Ready to listen?

From Catherine Louis:

I'm getting ready for a 4 day training session in Mt. Hood Oregon, teaching new handlers how to work with their K9's towards becoming an operational Search and Rescue team.

One of the "ahaaa!" moments in training is teaching the handlers how not to ignore the K9's innate behavior. One very small example of this what I will call the K9 "shake off". Everyone has seen a wet or dirty dog do the crazy "shake off" and peel around the house at Mach III. Here's a video from Discovery as one example. Or this one of a bulldog, also quite entertaining with all the extra skin.

Doesn't that look amazing? Like it feels great? It is as if they walk through an imaginary wall from one state of mind to the next, twisting their way through the wall.

We don't have a distinct human equivalent of the shake-off, it's much harder to see in humans (stretching by the coffee machine tends to be the common one I see.) A Hapkido kick in the hall is another one that I've seen.

There is an important reason to look for the "shake-off" equivalent in your Agile teams.

Dogs don't only perform this shake because their fur is unkempt. In searching, most dogs, upon making a "find", will do a shake-off. There are a lot of theories why it happens. My take on this: there's a lot of tension and stress in searching. Upon making the "find", the dog can come down off of any adrenaline, and "shake off" all tension and stress. It indicates the dog is has shifted gears, and is in a different emotional state. If I'm training a new dog, I make it happen: ruffle the fur in the opposite direction, the dog will shake the fur back in place, with the side effect of the dog being relaxed and responsive and ready to learn something new.

Search dogs wear a bell while searching. Searching at night you may not see the K9, but if you tune your ears to the bell, you'll hear the constant and regular bell chimes while the dog is searching, then a silent bell when the dog makes the "find", and a loud RINGGADINGGADINGGADINGGA when the dog performs the shake-off. Many new handlers working night problems don't have their ears trained for this and miss out on learning that their dog had actually found the lost subject. The dog post-shake-off, then immediately moves into a thinking and responding state, may appear very calm and approach the handler as if to say "well that's over, what's next?"

The corollary to this is one we've all experienced: when you hear someone say "she's not ready to listen", or "she's listening, but he's not hearing", the person needs room for a shake-off before having the conversation.

It's a huge clue in K9 searching, and if you can notice the "shake offs" in human form, it's also a huge clue to how the team is really doing. As a leader, if you're able to communicate with the teams in "post shake-off" state, you've got yourself an unbelievable opportunity to hear their challenges, and to communicate your business challenges, as humans will have moved into a relaxed, thinking and responding state.

The first challenge you have is to look for what the shake-off is in your team. If you don't have it, make it happen. It can be as simple as hanging out by the coffee machine and do some stretches, make spaghetti arms twisting your spine. Tell folks you're shaking off and from what. After you're done, check your mood and theirs. They may think you're crazy the first couple of times, then after a couple of days you'll have them all doing spaghetti arm stretches.

And because we might be a bit more complex than dogs, you have to ask the team members what their shake-off equivalent is. Perhaps plan your shake-offs outside the office, and remember to enjoy the shake-off with them, and if you think about it, share back the results.

---by Catherine Louis

The doctrine of sufficiency

Agile and Scrum start with the assumption that a team is sufficient for the task set before it.

This is a bit wacky unless we allow the truth, which is that humans are very inventive.

Thus, a given 7-member Scrum team can do many things to gain success:
* change the team
* get other impediments removed
* work with the Product Owner and maybe customers to redefine what is wanted

Etc, etc.

So, the idea is only common sense. By yourself, you have some power but it is limited. But 7 people, believing in themselves, can do almost anything. If they believe in themselves, they can be almost irresistible. They can reinforce each others' resolve. They can find new resources. They can redefine the problem.

Now, is every team always irresistible? No, not if they do not believe in their mission.

So, Agile and Scrum presume that the doctrine of sufficiency applies. It does not assert that that must always be true, but rather that that is the best going-in assumption.

They assume that by taking action, we can make our lives better. Rather positive, no?

The CSM Exam

As you may know, the Scrum Alliance is implementing a CSM Exam on Oct 1. See scrumalliance.org for details.

This causes us to make a few basic statements.

First, our real purpose is not certification and all that alphabet soup. It might be helpful, it might not. But the real purpose is improving people's lives. The customers, the workers (which includes the managers), and the stakeholders (eg, the shareholders, those widows and orphans).

Second, we have to comment that in some ways, the ScrumMaster title is not fortuitous. It implies, to some, that a CSM is a "master" of something, possibly Scrum. Almost any intelligent person, with a modicum of investigation, sees that that is not true. But some people want to get wrapped around that axle.

Third, we think the CSM Course is a very good course. And, today, the CSM title means you have taken that course. I think taking the course should be viewed as a necessary but not sufficient condition to becoming a ScrumMaster, and probably even to doing Scrum. Other conditions must be met also.

Ok, now on to the Exam itself.

First, putting together a good Exam is very hard. The Scrum Alliance has my sympathies. Even if the initial version is not good enough (it might not be).

Second, the Exam has some practical benefits. It will cause some people to read more. Good, mostly. (Partly bad, because Scrum is more about action than mere knowledge in the head.) It will cause some people to pay attention in class more. Good, mostly. (Partly bad, since they may be paying attention to things to pass a test, and not to the broader meaning and the interconnections and how to make it work in real life.)

Third, the Exam creates a relatively quick feedback loop. Scrum is all about fast feedback. The Exam is not perfect feedback, but better than none.

The Exam is partly bad also. It puts more emphasize on Explicit knowledge, and implies less importance for Tacit knowledge. Certainly the Tacit knowledge about Scrum is very important; I think more important than the Explicit knowledge.

Metaphorically, the Exam suggests that documentation (knowledge unused) is an important measure of progress. But Agile and Scrum say the true measure of progress is working product. In this situation, putting Scrum into practice. In the case of the test, it is ok to test Explicit knowledge, but we need to say that we do not agree with the metaphor. The more important test is: Can you really do it?

In the real world, potential employees and hiring managers want to see "can this person do this thing well". It is reasonable, as I said, to view having a CSM as a necessary condition to becoming a ScrumMaster and probably even to doing Scrum (or a CSPO for Business types), but it is not sufficient. Only in action can you prove that you can do it.

So, I think the CSM Exam is a small positive (despite its drawbacks). We should not get too distracted by it from the main goal. Let's make people's lives better. We need that just about now.