7 harbingers of the Agile apocalypse. War

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Navigating the Treacherous Waters of Conflict: The Second Harbinger of the Agile Apocalypse

The agile journey, while transformative, is fraught with challenges, one of which is the specter of conflict. Dubbed the second harbinger of the agile apocalypse, conflict, if left unchecked, can escalate into a war-like state within organizations, undermining the very essence of agility. This exploration delves into the nature of conflict in agile environments, distinguishing between constructive disagreements that fuel innovation and destructive wars that thwart collaboration.

The Manifestation of Conflict in Agile Teams

Conflict in agile teams often begins with simple disagreements or disputes over methodologies, practices, or project directions. These initial disputes are not only natural but necessary for the evolution of ideas and processes. However, the escalation from healthy debate to entrenched warfare marks a critical turning point where collaboration begins to deteriorate.

Levels of Conflict and Their Impact

  • Disputes and Disagreements: At this level, conflicts are generally manageable and can lead to constructive outcomes. Teams engage in discussions and debates, which serve as the catalyst for innovation and change.

  • Entrenched Positions: As conflicts escalate, they become less about finding mutual solutions and more about winning arguments. The focus shifts from collaborative progress to individual victories, often at the expense of others.

  • All-out War: The final and most destructive phase is when team dynamics degenerate into a state of war. Here, the objective is no longer about advancing the project or organization but about ensuring the opposition’s defeat.

The Thin Line Between Constructive and Destructive Conflict

Constructive conflict is the lifeblood of innovation. It is the friction that sparks new ideas, challenges assumptions, and drives continuous improvement. However, when the focus shifts from winning together to winning against, the conflict becomes destructive. It is at this juncture that organizations must be vigilant, recognizing the signs of escalation and taking immediate action to prevent a descent into chaos.

Strategies for Managing and Mitigating Conflict

  1. Foster Open Communication: Create an environment where team members feel safe to express their opinions and disagreements without fear of retribution.

  2. Encourage Empathy and Understanding: Promote a culture of empathy, where team members strive to understand differing viewpoints and the rationale behind them.

  3. Facilitate Collaborative Problem-Solving: Implement mechanisms for collaborative decision-making, ensuring that all voices are heard and considered in the resolution process.

  4. Define Clear Conflict Resolution Pathways: Establish clear protocols for escalating and resolving conflicts, involving neutral parties or mediators when necessary.

  5. Emphasize Shared Goals: Regularly remind teams of their shared objectives and the overarching goals of the organization, reinforcing the idea that collaboration is key to success.

The Role of Leadership in Preventing the Agile Apocalypse

Leaders play a pivotal role in preventing the escalation of conflicts into full-blown wars. By modeling constructive conflict management, encouraging open dialogue, and actively working to maintain a positive team dynamic, leaders can safeguard their organizations against the destructive forces of internal warfare.

The Path Forward: Embracing Conflict as a Catalyst for Growth

The journey toward agile transformation is complex and challenging, with conflict being an inevitable part of the process. Recognizing the dual nature of conflict—as both a potential source of innovation and a harbinger of dysfunction—is crucial. By managing conflicts constructively, organizations can harness their transformative power, fostering an environment where collaboration thrives, and innovation flourishes.

Conclusion: Steering Agile Teams Away from War

Conflict, when navigated wisely, can be a force for positive change. However, left unchecked, it can lead to the agile apocalypse—an environment where progress is halted, and collaboration is replaced by competition. Agile teams and leaders must be vigilant, fostering a culture that values constructive conflict and rejects the destructive patterns that lead to war. By doing so, they can ensure that their agile journey is marked not by conflict and division but by collaboration, innovation, and sustained growth.

The next harbinger of the agile apocalypse is war. War manifests in organisations as a distrust. It manifests as politics. It manifests as disagreement and effectively results in conflict. There are multiple levels of conflict that happen within your organisation. You might start with just a simple dispute, right? We’re not sure how to do something; we’re having a conversation. Those things are kind of easy, easier to work through.

As you move up, you get to more conflict, more things happening, more disagreement. It becomes not about what we can do to move forward, but it becomes what I can do to make you lose. That’s when you transition from a collaborative environment where you do want constructive disagreement. You want constructive arguments because I firmly believe that arguments and discussion and debate are like the flint on steel that generate the sparks of ideas that start the fires in your organisation that enact change, that enact new products, enact new ideas.

You need some level of conflict within your organisation, but as soon as it moves to the point where I win and you lose, where my job becomes not winning but making sure you lose because I don’t like what you’re doing, that’s when it escalates into all-out war. It becomes not about collaboratively moving forward; it becomes about winning. Winning isn’t always the right answer.

Don’t let your organisation degenerate into war. Thanks for watching the video. If you enjoyed it, please like, follow, and subscribe. I always reply to comments, and if you want to have a chat about this or anything else—agile, scrum, or DevOps—then please book a coffee with me through Naked Agility.

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