How to deal with anti-agile mentality using this theory
You might have come across the type of character that just doesn’t get agile. They might argue in favour of detailed Gantt charts, endless requirements documentation, and dictating deadlines. In my experience there is often more than meets the eye. And you can deal with those characters a tad better when you use Theory X and Theory Y.
Theory X and Theory Y
This is a simple model of management and motivation in the workplace. It was proposed in the 50s by a chap called Douglas McGregor at the MIT. It argues that managers have two distinct mentalities towards their reports. One assumes a positive view. The other a more negative one.
Theory X
A Theory X person will typically assume their reports come to work only for the pay cheque. They lack ambition. And prefer to be directed. Imagine someone with her arms crossed. That’s the X in Theory X.
Theory Y
Is the opposite. This person will instead think people come to work because they want to. They thrive on responsibility. And are self-directed. The Y comes from the image of someone with her arms up in the air in a Y shape — very welcoming.
It matters because…
It influences how managers will manage.
A Theory X manager will rarely delegate. Will often reward and punish to motivate employees. And threaten people when they perceive a risk to delivery.
I bet you’ve worked with someone like that before!
A Theory Y manager will allow more freedom and delegation. Will manage people with a more hands-off approach. And encourage team members to get involved.
Theory Y is, obviously, better suited to agile teams.
Context, context, context
Does context matter? Surely. A junior developer might benefit with a more hands-on approach. And a senior developer will enjoy the freedom that comes with Theory Y. But that has more to do with situational leadership (see link).
When it comes to Theory XY, what matters is the manager’s core belief towards people.
McGregor believes it’s a self-fulfilling prophecy. Theory X managers often get that behaviour from their own managers and pass it on. That means that even if someone is more naturally a Theory Y, they will behave like Theory X if their boss does so. That’s a bit funny and tragic.
The agile mentality
You are likely going to meet someone who just doesn’t seem to trust the team. That demands unreasonable delivery dates. Gantt-charts. And those detailed requirements docs.
What you can do is gauge where those demands come from. Are they from a Theory X demand? Possibly yes. In that case I have used two strategies that helped me a lot.
Confront them. You can educate them on Theory XY or even invite them to take the test (here). This will allow you to establish what is behind their demands and work openly with them. I found that this strategy works with most people.
Move around them. This is an option if that person is unmovable. What you can do is to bring the team even closer. Is the anti-agile person demanding a deadline? Check with the team, if they disagree you raise a delivery risk. Maybe demanding detailed documents? Show you are on top of requirements, for example with Story Mapping. You get the idea.
So those are two strategies that have helped me dealing with Theory X characters. Knowing this model will go a long way to address the source of the anti-agile mentality. And with a bit of luck you will also be able to move that person in the right (agile) mentality.
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