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24 April 2014

Never Heard Of Larman S Laws Of Organi

by Code Monkey

Plattner{.author-photo}Adam Plattner{.author} - 2014-04-24 09:07:48-0400[

Never heard of “Larman’s Laws of Organizational Behavior\ “ until this article, but it rings true based on my experience.\ \ I have been involved in multiple projects where they end up adopting the “trappings” of a new process while avoiding the painful cultural introspection needed to gain the benefits espoused by the new process.\ \ * Organizations are implicitly optimized to avoid changing the status  quo: middle- and first-level manager and “specialist” positions & power structures\ \ * As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo\ \ * As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, and “needing pragmatic customization for local concerns” – which deflects from addressing weaknesses and manager/specialist status quo.\ \ * Culture follows structure, i.e. if you want to really change culture, you have to start with changing structure, because culture does not really change otherwise. That’s why deep systems of thought such as organizational learning are not very sticky or impactful by themselves, and why systems such as Scrum (that have a strong focus on structural change at the start) tend to more quickly impact culture.\ \ #LarmansLaws{.ot-hashtag .bidi_isolate}\ #SAFe{.ot-hashtag .bidi_isolate}\ #Agile{.ot-hashtag .bidi_isolate}  


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Brian Hepler{.author}[

This seems like a follow-on to something you posted previously (that I naturally forget). Essentially, someone observed that your corporate organizational structure will be reflected in your application architecture. If you want to properly design your application, you need to organize your group according to your proposed architecture. Otherwise the organization will eventually bend the application to its will.