Agile

Evil Agile

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We wonder how people can get away with so much horrible stuff.  I’d like to talk Evil and Agile productivity, and yes, I am completely sober as far as you know.

For those of you who are in no way familiar with me, I’m a Project Manager, a professional help-stuff-get-done-guy.  While I’m being paid to be the most anal-retentive person in the room, I prefer to use Agile Methodologies, which are all about rapid, adaptable, approaches to getting things done.  It doesn’t sound Evil, but stick with whatever journey I’m soberly on because I think Evil people are actually pretty good at a kind of Agile.

Many Evil people have A Goal.  It may be (more) money and power, it may be dealing with their childhood traumas, and usually, it’s a dangerously pathetic combination of things like that.  Agile is all about Goals because when you set them, they direct your actions more than any single plan.  You gotta know where you want to go to get there.

Then, simply, Evil people set out to achieve their Goal by whatever means they can.  They don’t care if they lie, cheat, steal, burn books, burn people, and so on – the Goal is what matters.  Agile is also about making sure that your actions direct you toward your Goal so you’re focused and efficient – it just doesn’t involve Evil.

But what if Evil people hurt others, get caught, etc.?  Simple, they lie or do something else because they don’t care – they adapt.  Agile emphasizes constant adaptability and analysis as well, just with an emphasis on truth and honesty.  Evil people are pretty adaptable, even if that adaptability is staying the course and lying about it until others give up.

Agile emphasizes goals, directing yourself towards them, and adaptability.  Evil people do the exact same thing.  The only difference is that Agile emphasizes helping people and being honest, and Evil people are just Evil.

And this is why we’re so often confused by Evil people.

We expect elaborate plans from Evil people – and there may be some – but they’re focused on their Goals and how to get there.  We expect Evil people to be derailed by getting caught in lies or hurting people, but as we’ve seen they don’t care.  They want something and they’ll adapt no matter the price played by other people.

It’s the banality of Evil all over again.  Evil isn’t even interesting in how it gets things done.

Steven Savage

Fly My Chaos Monkeys, Fly!

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

I recently attended a talk by Si Alhir on Agility and Antifragility. I’ve discussed Agile many times, but Antifragility is a concept I deal with less. Antifragility is about being more resilient and adaptive, and can be a trait of a person, group, or organization. Si’s presentation was very relevant to our current lives and led me to some thoughts.

In Si’s concept, a way to become Antifragile is seeking and creating deliberate challenge. By being challenged, a person or institution becomes more resilient. Both you and I have had experiences of pushing ourselves, but within a framework of safety.

Most people I know who are resilient and creative challenge themselves. Being able to push oneself to grow – but not be harmed or overburdened – is a skill. It is also an ill-defined and ill-taught skill to judge by the overstressed people I’ve known.

But there is a helpful metaphor to challenge us (sorry) to see this Antifragility differently.

This idea of “Antifragility via challenge” made me think of the Chaos Monkey of Netflix fame. This software would randomly create problems on their network, allowing them to find flaws and build workarounds. The company had forged a challenge to their complex systems to keep them on their streaming toes.

Giving something a name is effective, so now I can ask the question, “what Chaos Monkeys do I need?” I can also ask you, my reader, the same thing – what challenges would help you?

I invite you to ask if you need a Chaos Monkey or two in your life. Your Disorder Primate may be pushing yourself to write at a different time. Your Mayhem Chimpanzee may be deciding to focus intensely on one subject more than you do. You may find you’ve already unleashed plenty of Havoc Baboons instinctively.

I also invite you to ask if you need any more Bedlam Simians right now. We have a Pandemic that is more of a Chaos Kong than anything else. It may be time to tell your personal Chaos Monkeys to go settle down for a while as they’re not required. The disaster of the moment is keeping us all very busy, thanks.

Every Chaos Monkey has its time.

Steven Savage

The Importance Of Not Doing

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

Do you have a schedule and plans? Daily plans? Weekly plans? Do you do them – them decide “well, I’ve got a bit more time” and go farther? Do you then realize . . . maybe you’re overdoing it?

Then do you try to not overdo it and still fail, going beyond your plans to do even more and burning out?

I had a realization about this recently as I was trying to keep up my daily schedule. I use schedules to keep myself focused during the Pandemic, and they’ve helped me “anchor” myself in these strange times. But I noticed on a day I was getting everything done, I asked what more could I do.

Then I caught myself. Why did I want to do more? Why couldn’t I stop?

Then I realized something. Schedules are not just ways to ensure things get done – they’re ways of setting limits so you don’t burn out. Part of the reason you have a schedule is to tell you what not to do or when to stop.

And of course, this ties into two parts of the Agile Manifesto. If you didn’t think I was going to tie this to Agile, you must be new here. Welcome aboard.

Anyway, in the Agile Manifesto, the tenth Agile Principle states “Simplicity–the art of maximizing the amount of work not done–is essential.” I always liked this as it was a good reminder to avoid unneeded tasks and technology. But recently I realized this applies to your schedules and plans – there’s a time to stop and not do things.

This also ties into the eighth Agile Principle: “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.“

Good, sustainable work is at a pace you can keep up. This means not just being sustainable, but asking if you need to do something, removing things from your plans or not putting them in. Make a schedule that works for you, and remember that there is a time to not do something. Sure you may do it later, but you don’t have to do it now.

In fact, celebrate the fact you set limits! That should be one of your goals. Being able to not do something effectively is a success – you have time to rest, recuperate, and come up with the next neat thing to do . . .

Steven Savage