Skip to main content

The Agile Ronin

I was recently cheered and inspired by Jonathan Rasmussen's post on the "agile samurai," also the title of his recent book.  In his blog, he suggests that the the samurai, unlike the "rice pickers," are the ones who:

  • say what needs to be said
  • call BS when they see it
  • laugh in the face of unrealistic schedules and expectations
  • tackle all the hard, complex, thorny stuff no one else wants to wade into
  • are technically excellent at their craft
  • take pride in their work
  • and are comfortable in their own skins
I liked this description, but it made me nervous in some ways as well.

So since I'm prone to zealous pursuit of metaphors, to the point of finding and reading two or even three results of a Google search as I look for enlightenment, I investigated real-life samurais and found that they were actually constrained significantly in their behavior, living by a creed of "loyalty to one's master, self discipline and respectful, ethical behavior."  Such a person might think twice about pushing back on authority in a corporate context.

In fact, it appears that the bold warrior implied by Rasmussen's description is most likely not a run of the mill samurai, but rather a ronin, the "masterless samurai," who lived by his own ethical code but had no permanent master.  Prior to the awesome 1998 movie with Jean Reno, ronin were already famous in Japan through the mythology that grew out of the eighteenth century heroics of the "47 Ronin." Wikipedia says that the story "was popularized in Japanese culture as emblematic of the loyalty, sacrifice, persistence, and honor that all good people should preserve in their daily lives."  But this story also holds some cautions for people who value, say, continued employment.
From http://japanesetex-style.blogspot.com/2011/02/47-ronin-kisshoji-temple-osaka.html
Without giving the full plot away, the incident involved 46 principled men revolting against all established authority to avenge their leader, the 47th man, who committed ritual seppuku at the request of his boss, the shogun, rather than apologize after he physically attacked a person who severely annoyed him.  Before he died he announced his only regret was that he swung and missed.  Of course, once the 46 successfully killed Kira, the annoying person who caused all the ruckus in the first place, they were also immediately requested to fall on their own swords, literally, which they did.  

In the aftermath, commentators complained about a number of things, including that the 46 should have slit their own bellies immediately upon taking their revenge, rather than waiting for orders, since they were being cowardly if they hoped for a non-death sentence.  Others argued that they shouldn't have waited a full year to take their revenge since the annoying person at the root of the problem was 60 and could have died in the interim.  As in so many real life situations, an odd situation seems to have spun out of control and then been very weirdly interpreted after the fact.

At any rate, at the end of the day, the implied hypertext behind the concept of the "agile samurai" is probably a little disruptive to the central message of the book and the blog.  It is sometimes good to remember that discretion is sometimes the better part of valor.

Comments

Popular posts from this blog

How Do You Vote Someone Off of Your Agile Team?

One of the conundrums of agile conversion is that although you are ordered by management to "self-organize," you don't get to pick your own team.  You may not have pictured it this way, but your agile team members are going to be the same people you worked with before, when you were all doing waterfall!   I know I wasn't picturing it that way for my first agile team, so I thought I should warn you.  (I thought I was going to get between six and eight original Agile Manifesto signers.  That didn't happen.). Why "warn" you (as opposed to "reassure" you, say)?  Because the agile process is going to reveal every wart, mole, quirk, goiter, and flatulence issue on the team within a few hours.  In the old days, you could all be eccentric or even unpleasant in your own cube, communicating only by document, wiki, email, and, in extreme situations, by phone.  Now you are suddenly forced to interact in real time, perhaps in person, with written messag...

A Corporate Agile 10-point Checklist

I'm pretty sure my few remaining friends in the "small, collocated team agile" community are going to desert me after this, but I actually have a checklist of 10 things to think about if you're a product owner at a big company thinking of trying out some agile today.  Some of these might even apply to you if you're in a smaller place.  So at the risk of inciting an anti-checklist riot (I'm sorry, Pez!), I am putting this out there in case it is helpful to someone else. From http://www.yogawithjohn.com/tag/yoga-class/ Here's what you should think about: 1.        Your staffing pattern.  A full agile project requires that you have the full team engaged for the whole duration of the project at the right ratios.  So as you provision the project, check to see whether you can arrange this staffing pattern.  If not, you will encounter risks because of missing people.  Concretely it means that: a.    ...

Requirements Traceability in Agile Software Development

One of the grim proving grounds for the would-be agile business analyst (henceforth "WBABA")  is the "traceability conversation."  Eventually, you will have to have one.  You may have seen one already.  If you haven't, you may want to half-avert your eyes as you read further.  It gets a little brutal.  But if you close them all the way, you can't read. From:  http://www.highestfive.com/mind/how-to-perform-a-successful-interrogation/ Dialogue: WBABA :   ...so in summary, we complete analysis on each story card, and then we support the developers as they build it that same iteration! Corporate Standards Guy:   but how do you do traceability in agile?  You have to have traceability.  It's broadly recognized as an important factor in building rigorous software systems. These software systems permeate our society and we must entrust them with lives of everyday people on a daily basis. [The last two sentences are an actu...