8 rules to a total standstill
This week, I ran the last module of the CAC2(*) (advanced agile coaching program) class on reciprocal commitment and negotiation, and I felt obliged to start with Pr.Dr. Peter Kruse’s talk on “8 Rules to a Total Standstill” from his talk in 2008 is available only in German on YouTube.
Lucky me, German is my second mother tongue but I needed to translate it in English for the students, and now I wanted to share it with you.
Disclaimer: the 8 rules to a total standstill is sarcastic.
Forenote: Coming up with a concept needs clarity on what isn’t the concept. If, as example, you can’t understand what isn’t agile, how you be able to explain what it is.
8 rules to a total standstill
1 Leaders should not be engaged but let go instead
- when leaders control the whole company, then the company is limited to one point of view
- when leaders let go and set them free, then everybody has their fantasy
- the best for a standstill is to control everything and leave from time to time a meaningless project that confuses the organization.
- So, handle the extremes
2 Discussions over objectives should only informal
- create rumors for stability in the system
- the more rumors ensure no change
3 Start a lot of parallel activities
- create stress and tension
- assign tasks in seconds, minutes, and hours never yearly
4 Create internal competition
The metaphor is derived from anecdotal claims about the behavior of crabs when they are trapped in a bucket: while any one crab can easily start to climb out,[4] it will nonetheless be pulled back in by the others, ensuring the group’s collective demise. (Wikipedia)
- Huge dynamic now results
5 Chase the scapegoat
Find who is responsible for that mistake
- please analyze and don’t try to change
- who’s fault is it?
- so please concentrate your efforts on analyzing and don’t change
6 Never discuss policies
7 Key solutions should be discussed rapidly in the formal state to ensure fast consensus so they can be questioned in the informal state
- ensure fast commitment
- ensure that people are thinking fast so they can’t understand what they committed to
8 The level of change should be higher at the decision level than at the execution level
- ensure maximum decision-making to minimal execution
- Do BAW: band and wait
and you, what do you think?
Pierre, Zürich 2024
(*) CAC is the agile coaching program and certification. It is a five-level program for professional coaches and leaders. CAC 1 is the fundamentals of agile coaching from a work perspective, CAC 2 is an advanced program for the Artisan level, CAC 3 introduces people management, CAC 4 focuses on advanced Executive coaching, and CAC5 is the train the trainer for accredited educators.
