Have you been on a team or in an organization that adopts a new methodology or framework of getting work done and then stops using parts of it almost immediately? Or they don’t implement parts of the framework because that won’t work for them? All to often I have seen this happen when implementing an Agile framework like Scrum. Someone hears about it and/or takes a course and is very enthusiastic about bringing it to their team or organization but then quickly discards certain parts that “won’t work for their situation.”
Other ways to think of each level:
- Shu – Imitate, Follow, Embracing, Learn techniques
- Ha – Assimilate, Break, Diverging, Collect techniques
- Ri – Innovate, Fluent, Discarding, Blend Techniques
I think moving too fast through these stages is the equivalent of walking into a karate dujo, taking one lesson from a black belt demonstrating all the moves and then thinks they know enough. They stop taking lessons, alter the moves or don’t use some of the moves for some reason (e.g. dexterity, flexibility). Or makes up different combinations. Then they enter a tournament and can’t figure out why they are still getting the snot beat out of them.
Please be rigid for at least a few months when taking on a new framework. Even better give it a couple of years. Many of the companies that we hear about (i.e. Google, Spotify, Motley Fool, etc…) that have discarded some parts of the initial framework they chose, spent multiple years being rigid to the framework (i.e. Scrum) and only when they understood the principles and values did they experiment. These experiments are then conducted in the spirit of moving the team or organization to realize the Agile Manifesto values and principles more fully for their situation.
Please be patient. Don’t rush through Shu (learning) and then blame the framework. Think about why you feel it is necessary to modify the framework. And then ask yourself why again and again.
Good luck out there. Would love to hear your thoughts on this.
Credit to Seph Coster (@sephcoster) for the great title. Thank you.
Additional links that may be of interest:
- ShuHaRi by Martin Fowler
- Clark Terry’s 3 Steps to Learning Improvisation (Imitate, Assimilate, Innovate)
View Comments (1)
What an interesting way to describe this!
One of the more frequent conversations I have with non-Scrum individuals is how inter-connected every aspect of Scrum is to every other aspect. The best way to come to that understanding is to embrace it as a whole and practice that way. It will take time to understand. If you move forward without really understanding the function and how everything fits together you are going to have a sub-optimal time of things. I have seen teams right out of the gate take one or two aspects of the Scrum framework, say they are doing Scrum, and wonder why its so painful.
Not only are these people and those that rush the Shu Ha Ri, hurting themselves and their team, but also the Scrum community as a whole. I have had people in my departments literally groan when I told them I was considering Scrum for their area. When I pressed on why and delved into past experiences it almost always turned out to be something that was not Scrum but was labeled as such. It took time and and an intervention to cure them in some cases. Sometimes it was easy:
Q: "You hated daily stand ups? Why?"
A: "They were an hour long".
Scrum is a framework that allows for a great deal of variation and customization WITHIN IT. In my opinion you cannot only adopt part of it and say you are doing Scrum. When you have transcended Scrum and have entered the "Ha Ri" aspects, you are back to doing Scrum but, or something new.