The "decline" of Agile is our own fault...

I've been thinking about this for weeks. I'm still struggling to verbalize it. I could probably white-board it easily face to face; but I'm forcing myself to blog about it to see if anyone in the community reacts.

I'll start with the triggering thoughts first...

1. Martin Fowler gave me a new term at Agile East 2009 last week. The term is "Semantic Diffusion". He described this as the current trend of terminology diversity, dilution, and mis-use as agile has grown. He implied that it is the cost of growth and success of the movement.
2. I had a great conversation with J.B. Rainsberger while he was in Philly that same week. We discussed my thoughts and they intrigued him enough for me to continue pondering.
3. In the last year, I've had many a peer either complain about random factions in our community, or express a "loss of faith" in the movement at large. Frequently this is triggered by some new certification group or consulting firm charging high rates to "help" a group go agile with the wrong intentions.
   

I've come to the conclusion that Agile has NOT outlived its worth, its terms, or its time as seem people have started to imply (I refuse to allow Agile to be a dirty word)... instead, we are doing a bad job in the community at sustaining its applied success.

Now to the core of my point... I summarize it all right now!

By raising the issue of Semantic Diffusion, are we calling out an issue that needs to be guided more pro-actively? Or are we using this as an excuse to accept "the inevitable"? Are we doing anything to cause this problem to grow?

I'm going to state right now that I think we are. We need to stop looking outward for the cause and instead reflect inward.

When I started in the agile community, I worked with several great coaches. These were individuals who had proven experience in Scrum, XP, and other practices. They were "journeymen" with an interest in showing others how to do it. They insured that I learned how to do it correctly. I wasn't on the internet reading and learning about it, I had hands on coaching. Thus, I came up to speed quickly and I had a very positive, thorough, successful experience.

When I think of anyone entering our community, I hope they might learn through this same type of experience. Unfortunately, I believe the opposite is happening more often than not. Why?

Well, where are those agile innovators and early adopters now? Many of those folks have worked in agile for so long that it is easy for them to take these practices for granted. Their Ri level experiences have allowed them to forget the Shu level needs. They've moved on to much bigger problems like Enterprise, Off-Shore, and whole system optimization. These are good problems to solve, but you have to teach several coaches to replace you!

I also hypothesize that every new "generation" in the community learns at a quicker rate. There are more resources available, more lessons documented, more case studies published. If you take the right path, it is easier to get up to speed than in the early days. With this, people more quickly become successful (or not) and the gap between the Shu and Ri level groups becomes wider. When I entered the community, I could work with the Ha level group; but this group is a smaller percentage of the whole now.

When I went to the Agile 2007 conference in Washington D.C. (my first), I quickly learned that I was a Ha level user. As many people were asking me for insight into my experiences as I could find people to ask about theirs. It seemed that there were a small group of people that were innovating, and the rest were split evenly between learning and using. Now I feel as though (based on the community at large), the Shu level group greatly outnumbers the Ri level group due to market hype. The Ri level group is looking forward to innovate and there is not enough Ha level people to support the Shu group. I commonly find myself talking to a Shu level person asking about agile that doesn't know about the manifesto and haven't heard of the many important names or bodies of work in our community. Whoever planted Agile in this person's head didn't do a very good job in my mind.

And here is where the bottom feeders step in! Want to know about agile? Let me re-purpose my old pitches with these new buzzwords and charge you money to learn about something the wrong way. Everybody is talking about it, and you can't find anyone to help... so I'm the best you've got. Slap a few acronyms on your resume and hand you a certificate on the way out and you'll be dying to hand me $1500 to keep up with your peers.

So... if you've been doing agile for over 3 years and you've been successful at it, what are you doing to help the community? Are you bringing your experiences to folks and sharing them? Do you venture into communities where there are people at a different level than you? Do you explain what worked for you, or do you tell them how their approach is wrong? Do you throw the book at people and shake your head, or do you wrap your arm around them and bring them into the circle? Are you too focused on innovating to see who we are leaving behind? Do you focus on everything a person is doing wrong, or do you help them find something to do right? Do they see the benefits after they've tried it, or do they just follow this new set of procedures you've described?

Why does this matter? Because unless you are going to spend the rest of your career working with the same people, you may someday be working with one of these poor lost souls who has been taught everything wrong. You may take a job with a great agile company to only find out that the leadership has it all wrong and make your life one living hell. If you don't want to argue about what agile really means in five years, or have to invent a whole new set of words for the same things that we lost to "semantic diffusion"... then we have to start working on that now. I'm not talking about holding down our turf and fighting every idiot that says stupid things. I'm talking about leading by example, sharing information, proving success, and helping others. These are the same ideals that started the agile movement in the first place.

If everyone is learning faster and the gap between Shu and Ri is getting larger, then we can't expect the people behind us to train everyone that is entering the community. We have to still spend some small amount of time continuing to mentor the people catching up to us. Somewhere in that talent pool is the next Gordon Pask Award winner.

And this is why I started blogging; I wanted to pass along the knowledge that people have passed me. I have now spent a year learning by blogging and sharing by tweeting. I continue to share through Twitter and LinkedIn conversations, but I've been forced to cut back on the blogging due to the recent addition in my family. I'm asking all of you to consider these points and not forget that not long ago, you were also new to agile. People need guidance on how to start with agile, and we shouldn't allow them to be led astray by the snake charmers and other bottom feeders latching on to our community. It is in our best interest to reach back and pull people up with us as we continue to grow. That's my challenge to you!

Semantic Diffusion is a disease that should be fought during the normal lifecycle of a movement. It is a rallying cry for continued guidance and debate with the newest members of our community to insure the tribe moves in a common direction. Do not try to control the community and define it, just get involved enough to make sure you provide opportunities for people to learn from your experiences.

Note: just to be clear, I am not stating that certain people have left their posts. Everyone still hears the voices Fowler, Martin, Poppendieck, etc. I'm saying that as the numbers grow, many more voices need to be added to this core set.