Tension and Change Cycle
When cultivating an Agile culture through emergence within an ecosystem, part of the evolutionary process is to accommodate tension within the boundaries of the system. Using tension, such as teams complaining about their processes for example, can be uncomfortable, but can also be used as a catalyst to implement change by highlighting the areas of dysfunction and sub-optimisation that need to implement change to restore an equilibrium state. The use of tension in this way can be unorthodox, but allows the ecosystem to respond to the needs of the system appropriately.
Tension as a Catalyst For Change
When tension appears in the ecosystem it can present as conflict, descension in the ranks or as a full on rebellion. Our first impulse might be to pacify and neutralise the tension as soon as possible, and ultimately avoid it altogether. However, by considering the phenomena not just as an indication of where change is needed, but also a catalyst of the energy and enthusiasm needed to make a change, this can be channeled in a positive way to implement the changes needed. This does require us to see the tension for what it is - phenomena arising from a dysfunction or sub-optimisation rather than getting caught up in the emotional exchanges.
With this energy and passion for change, an implementation of a solution to the dysfunctions or sub-optimisations, and hence, an evolution of the ecosystem is possible with little persuasion needed.
Weather Systems of Tension
Within an ecosystem of several teams there may be multiple areas of tension within a program that swirl and fluidly move around the teams much like a weather pattern. Hence, areas of high tension may be resolved through an energetic change quickly, whereas areas of growing discord may gently build up or even evaporate within the eco system.
Ingredients
To ensure that a healthy tension and change cycle is nurtured and useful there has to be several ingredients:
- trust to a high degree to talk about the problems not the people, and look at areas of tension objectively
- openness in the teams to consider alternative opinions from the status quo
- safety to know that it is ok to disagree and voice your frustrations and concerns
- agile mindset to be proactive; tension is the first part, we have to implement a change to help resolve it
Conclusion
Fostering a tension and change cycle is then a useful tool to help identify areas of need and improvement in an ecosystem or program, which can be process, product, environment or even people related.