When A Framework Is The Wrong Move
A little over an hour ago I got off a call with a friend. The core of our discussion was on ‘why are people so resistant to the idea of putting in processes? - we’re reinventing the wheel each time. It’s insane and inefficient.’
Then 10 minutes ago I read a blog post from a successful tech founder that noted “Scrum is a scam. If you have to have a meeting every morning to discuss what you’re doing, then you’ve hired the wrong team. I work with adults who take responsibility for their work.”
So what’s the deal?
Are repeatable, best-practice, widely-adopted frameworks good or not?
And perhaps even more importantly - should you be implementing one?
My experience is NO, and YES. In that order. So here’s a few points of guidance I’ve found to be useful:
‘Best Practice’ is going to be overkill 90% of the time. If you’re towards the lower end of the Dunning-Kruger curve on a topic (i.e. it’s not been your bread and butter for most of your career), and you find a ‘best-practice’ framework that you think you can just plug in and play, more often than not, it’s not going to work.
The best frameworks provide structure to what people are already doing, using language already in use. Then mature from that point.
Frameworks don’t change behaviour. Your organisational systems and implied definitions of success determine behaviour (or to put in plainly - your conversations and focuses).
Frameworks can help provide structure and process consistency. The issue is that 'structure' and 'process consistency' aren’t outcomes, they’re methods of getting to an outcome. Be very clear on WHY you want process consistency. Be even clearer on why you want structure.
Then once you’re clear, explore other solutions first.
Frameworks must be logical and simple. Illogical frameworks are a Sisyphean challenge for no real gain.
And finally, if no one is using your framework then there’s a ‘why should I care?’ issue. Usually this means two things:
Your internal users don’t see the point of it, and
Your organisational systems are encouraging that divergent behaviour.
The most common culprit here is when sign offs happen on projects anyway. People will always look for the lowest friction option.
Oh, and one more thing. Don’t build the framework alone in an ivory tower. That’s the fastest way to have people ignore it.
See you next week,
BB
I’ll be frank - Your engagement matters
There’s a few ways you can show me that something resonated.
Share. Comment. Like.
It’s a small action, but when it’s 10pm on a Thursday evening and I’m debating whether anyone even reads this thing - it makes a difference. (Plus when you share something with a friend or colleague, it makes you look good too!)
…I’m also (not-so) secretly building a resistance to ‘Big-Framework’ and I’m hoping you’ll join me… 😉