Keeping 'Agility' in Agile
I was recently having a conversation with a friend who works in a well-known company. He was relating to me about how his company was looking to adopt agile methodology even though it is not something they would traditionally use. Its adoption was meant to generate quicker wins and successes in their work. Their goal may make a lot of sense since agile methodology is associated with quick adaptation, rapid response, and continuous iteration. However, just because you are using agile, does it mean your organization has ‘agility’?
In looking up a definition for ‘agility,’ Google indicated the following increase usage of the word:
Usage of ‘agility’ over time
In comparison, the word ‘agile’ has seen even greater usage:
Usage of ‘agile’ over time
With all the discussion of agile methodology, which emerged in software development circles twenty years ago, the increase in usage is not surprising. But the comparison might indicate that people are focusing on being ‘agile’ without worrying about whether they also have ‘agility.’
Agility, or the state of being agile, does not just mean having speed or getting something done quickly. Agility goes into being able to move in a greater range than just forward. A runner can have tremendous straight-line speed, such as in the 100-yard dash. Those who win the 100-yard dash are often described as the ‘fastest man or woman on Earth.’ Seeing the explosive power and speed exhibited, it is hard to argue with that assessment. But speed does not equal agility.
For instance, to play running back, wide receiver, or defensive back in the National Football League requires more than speed; it requires agility. “Agility is the ability to move and change the direction and position of the body quickly and effectively while under control. It requires quick reflexes, coordination, balance, speed, and correct response to the changing situation” (Link). A person running a pass route must be able to accelerate, decelerate, change direction, and then reaccelerate. A defensive back must do the same in response to those actions.
Acceleration, response, shift, change, reacceleration. These are the hallmarks of agility. The ability to explosively start, to maneuver, to have coordination.
Also important is the vision to see the playing field and the possibilities that exist. In the documentary In Search of Greatness, hockey great Wayne Gretzky talked about his ability to just ‘see the ice.’ It was a combination of practice and preparation combined with a sense of playfulness that combined to make his movement agile and innovative. Creativity on the ice for him also was a matter of survival. Being smaller and not as strong as other players, he had to find empty space in which to move.
Agility, Creativity, and Good Hair
Gretzky also remarked on how playing in an overly structured system can limit spontaneity and creativity. Teams in which there was more process-centered execution were not able to adapt to changing circumstances on the field. To stay agile and responsible, they need to be open to change and practiced in their agile responses. Unstructured play can yield big results in outcomes. Experimentation, trial and error, risking failure to get at success. Developing the skills for rapid response and the freedom for ad hoc performance.
Thus, agility and being agile is not just a production methodology; it is a mindset. Kelly Drozd writes the following about the agile mindset:
The agile mindset is a thought process that involves understanding, collaborating, learning, and staying flexible to achieve high-performing results. By combining the agile mindset with processes and tools, teams can adapt to change and deliver incremental value to their customers.
A bureaucratic mindset is more about straight-line speed on rails that are greased by established processes. An agile mindset is about quick responsively based on integrated and rapid reaction.
In agile methodology, the goal is making adjustments as you go to deliver the product based on the user stories and needs, which may change as the project progresses. Not just continuous delivery to get things done faster, but also the ability to quickly respond and change direction. Innovation and creativity are about that kind of response to changing circumstances in which an organization can react and shift direction. Straight-line speed isn’t a useful skill if you are moving in the wrong direction. Getting to the wrong destination quickly may just get you further away from where you need to be. You need to be able to quickly change direction and course correct, then restart and accelerate.
As athletes do agility drills to improve their performance and decrease the chance of injury, so can people, teams, and organizations. This is not to just create the opportunity for performance, but the vision to see possibility. In future blogs, we will explore what kinds of exercises and drills we might use to create design agility.