Agile began in the 1990s and has been known worldwide since 2000 with various application cases. For a while, it was regarded as the exclusive property of small start-ups, but recently, large companies are also showing great interest as its amazing productivity and innovation are known. Reporter Jang Jae-woong, author of "Naked Agile" and also an Agile instructor, emphasizes that in order to succeed in transforming Agile, "organizational culture change through Agile management" must be achieved. Agile should be expanded to the overall management, not just as a strategy or tool for improving productivity. Let's find out why Agile is management, and what kind of culture the Agile organization and Agile management create.
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① Tailorism vs Agile Management (→ We're Here Now!)
② Hierarchical organization vs Agile organization
A perspective on human resources
Taylorism1), the traditional management method, is defined as a person who basically hates labor and works only with economic motivation. So companies that believe in Taylorism prepare strict supervision and control, hierarchical order, and financial compensation. The talent that these companies are eyeing is Superstar. It gives discriminatory authority to a small number of people who produce overwhelming results, even if they are not much different from other employees in actual performance other than excellent academic background and career splendor.
Giver is an important person in Agile Management. Giver is a person who wants to give more than he or she receives. He or she helps others without asking for a price. In short, he or she is a very selfless member of the organization. Agile Management wants people who have expertise in the field of work but can communicate and cooperate smoothly inside and outside the organization based on selflessness, and who are mature enough to connect themselves to the direction of the organization. This is because organizational production volume improvement begins when the collaboration system is well established.
Mindset
Tailorism is trapped in a "fixed mindset" that considers human ability to be innate and fixed. They believe that even if they try, they cannot beat their talent and competence. On the other hand, Agile emphasizes that human qualities are only a starting point for growth. It emphasizes the "growth mindset" that allows us to grow as much as we want with the help of others. Talent and interests may vary, but they can grow by experiencing and applying together!
In a world of fixed mindsets, 'failure' is both a setback and a loss. In this environment, we have no choice but to avoid difficult challenges. We only choose easy challenges that guarantee success. Growth mindsets use failure as a stimulus. Recognize failure and try to learn lessons together. This allows the entire organization, not just an individual, to have the grit that does not give up to the end.
Motivation
Tailalism believes that monetary rewards are the key to motivation. However, it has been found through several experiments and studies that humans tend to expand, explore, and learn their abilities. Rather, when money is rewarded, there is a phenomenon of losing interest in work itself. So, what happens to intrinsic motivation?
The author of "Naked Agile" says that intrinsic motivation arises when these three needs are satisfied: autonomy, competence, and relationship. Autonomy is the feeling that you can act and choose without being pressured or forced to do so in an external environment. Competence is when you feel for yourself that you have the power to cope with the environment. Relationships are the stability you feel when you are in harmony with other people's relationships or relationships. The agile way that satisfies these needs sufficiently but supports them continuously is to form the intrinsic motivation of the members of the organization.
1) Work system to increase production efficiency by standardizing workers' movements, scope of work, etc
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