Why Are Many Agile Coaches So Dogmatic?

Agile coaches can sometimes give the impression that they are dogmatic, but this is not always the case. While less experienced coaches might be more rigid in their approach, more seasoned professionals tend to adapt and evolve over time. Understanding why this happens can help uncover the misconceptions surrounding Agile methodology and its application.

The Progression of Agile Knowledge

Agile coaching, like any other practice, matures as individuals gain experience and insight into its core principles. In the initial stages of learning Agile, it's common for practitioners to follow the methodologies mechanically. This can lead to a more dogmatic approach, as they lack the deeper understanding necessary for nuanced application. As time progresses, however, coaches typically refine their approach, aligning Agile practices with the unique needs of their clients.

One of the key factors in this evolution is the underlying mindset shift required to adopt Agile practices. Changing a mindset requires discipline, and discipline often comes from following specific rules and guidelines. This foundation is crucial for beginners, as it helps them understand the core concepts before they can effectively adapt them.

The Role of Experience in Agile Coaching

Experienced Agile coaches understand the importance of knowing when to let go of strict adherence to the rules. This often requires a level of self-awareness and the ability to recognize the appropriate moment to deviate from traditional practices in order to better serve the project at hand. The analogy of a judo dojo is apt, as the rules, such as the color of the gi or the proper form, start as strict guidelines but eventually become second nature. A skilled sensei knows when to step back and allow natural growth and development to occur.

When coaches refuse to let go of the rules, it can be due to several reasons. One possibility is that the rules haven't yet become ingrained in the individual's practice. Another is that the coach hasn't recognized the appropriate moment to adapt to the situation. These issues can sometimes stem from a lack of understanding rather than a lack of adaptability.

There is also the occasional case where the coach is simply incompetent, but this is often less common and can usually be identified through other signs such as poor project outcomes or feedback from clients and teams.

The Evolution of Agile as an Industry

Today, Agile has evolved beyond its original purpose as a responsive tactic to strategic problems. As Agile has become part of the industry landscape, it faces new challenges and pressures. One of the biggest issues is the high cost of change and uncertainty, particularly in new product development. To address this, Agile methodology must be flexible and allow teams to react quickly to changing requirements.

Unfortunately, the rapid growth of the Agile industry has led to some misalignments. Practices like the Scaled Agile Framework (SAFe) attempt to provide a one-size-fits-all solution, but this approach often contradicts the core principles of Agile, which emphasize flexibility and adaptability. SAFe, in particular, tells upper management that they can buy a standard solution, which can stifle the very responsiveness it claims to support.

At its core, Agile is about situational awareness and adapting to rapid changes in requirements. Dogma has no place in this approach. For any Agile framework or methodology to truly be effective, it must be flexible and allow for the necessary adjustments to meet the unique needs of the project. Inflexibly applying rigid rules can hinder this adaptability and lead to suboptimal outcomes.

In conclusion, the apparent dogmatism of some Agile coaches can be attributed to a combination of inexperience, a misunderstanding of Agile principles, and sometimes a lack of recognition of the right moment to adapt. As Agile continues to evolve, it's crucial for coaches and practitioners to stay adaptable and mindful of the changing needs of their projects and clients.