Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one, that embraces experimentation and failure is not in the best interest of everybody. Self-organizing, empowered teams often conflict with the middle management’s drive to execute on personals agendas.
The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.
Why Agile is Simple and Complex at the Same Time
Who wouldn’t agree that the four core principles of the Agile Manifesto —
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
— aren’t derived from applying common sense to a serious problem?
That the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?