From Medford, New Jersey
By Cindy Weinstein
A self-proclaimed “non-tech-y” sort, it always comes as a surprise when friends attribute computer savvy to my rudimentary social media skills. Software, hardware, analytical and business acumen all remain foreign to me. Yet, keen observation and an intuitive awareness of people’s behaviors have led me to believe human interactions within a workplace setting likely mirror the broader realm of human relations. And subsequently, within an environment rife with opportunities for problem-solving, a construct for human potentiality might also exist.
As electronic offices intrinsically and visually altered the workplace from the Industrial Age to the current Digital/ Informational Revolution, processing structures for output, efficiency and production methods likewise evolved. The antiquated, top-down, ‘cog in wheel‘ schema had declined. Through speaking with team “coaches” and distilling resources online and in print, I’ve discovered paradigm shifts in management and transformative business approaches emphasizing distinct people-centered orientations.
An illustration can be made by examining the framework executed by Agile software developers. Its primary mission suggests fluid collaboration between team management and clients and focuses on delivery of quality products within an expedient time frame.
Peter Saddington, author of “The Agile Pocket Guide,” likens development teams to “Tribes” and states, “You have to know your people. You have to know how to engage and coach correctly and turn each person’s potential into value.” Other sources have highlighted importance in the areas of “personal involvement and ownership,” along with “values clarification, problem clarification, and problem framing.” The online Agile Manifesto, (agilemanifesto.org) cites four prime principles within its philosophy.
(1) Individuals and interactions over processes and tools.
(2) Working software over comprehensive documentation.
(3) Customer collaboration over contact negotiation.
(4) Responding to change over following a plan.
A subset implementation of Agile is provided by Scrum, a reference to the game of Rugby, where efficient strategy is incorporated for obtaining an out of ball play back into the game. Scrum delves into the management of product development, employing “various processes and techniques.” Along with interactive leadership roles amongst teams, planning (“Sprints”) and accountability checkpoints, five core values within Scrum underscore the qualities of self-organization and empathic cooperation. (www.scrumalliance.org)
(1) Courage
(2) Commitment
(3) Focus
(4) Openness
(5) Respect
Taken together, the ubiquitous nature and inclusivity within the Agile/Scrum blueprint could transfer to other fields where conflict or rancor might be deescalated. Clear intent, problem definitives, role assignment, ongoing “time-boxed” assessments, along with mutually agreed upon completion times could provide far-reaching, impactful models for problem-solving from governmental services to educational trends.
Cindy Weinstein currently holds a bachelor’s degree in special education and has worked primarily with the deaf preschool and elementary population. She feels grateful for having witnessed, on numerous occasions, the unique gifts and talents offered by the students in her care. Cindy is our ground reporter for Medford, N.J.