Mary Parker Follett Would Agree With Today's Concept Of Blank______.

Mary Parker Follett, a pioneering social worker, management consultant, philosopher, and political theorist, left an indelible mark on the fields of organizational behavior and leadership. Her insights, developed in the early 20th century, remain remarkably relevant today, particularly when considering contemporary management concepts. While Follett died in 1933, long before many modern organizational theories took shape, her emphasis on collaboration, conflict resolution, and the importance of the group strongly suggests that she would agree with today's concept of Agile Project Management.

Follett's Core Principles: A Foundation for Agreement

To understand why Follett would likely endorse Agile, it's essential to grasp the core tenets of her philosophy:

• Group Process: Follett believed that the group, not the individual, was the fundamental unit of society and the source of creativity and innovation. She saw the power of collective intelligence and the potential for synergistic outcomes when individuals worked together effectively.
• Collaboration and Integration: Follett championed collaboration as a means of achieving integration, where different perspectives are not merely accommodated but actively synthesized into a new, more comprehensive understanding. She advocated for a "power-with" approach, contrasting it with the traditional "power-over" hierarchy.
• Conflict Resolution Through Integration: Follett didn't view conflict as inherently negative. Instead, she saw it as an opportunity for growth and innovation. Her method of conflict resolution involved finding integrative solutions that addressed the underlying needs and desires of all parties involved, rather than simply compromising or dominating.
• Situational Leadership: Follett recognized that effective leadership was not a matter of imposing authority but rather of understanding the specific needs of the situation and adapting one's approach accordingly. She emphasized the importance of empowering individuals and fostering a sense of shared responsibility.
• The Law of the Situation: Follett argued that authority should derive from the demands of the situation, not from a person's position in the hierarchy. This "law of the situation" implied that the person with the most relevant knowledge or expertise should be the one leading the decision-making process, regardless of their formal rank.

These principles, though articulated decades ago, resonate deeply with the core values and practices of Agile project management.

Agile Project Management: A Modern Manifestation of Follett's Ideas

Agile project management is an iterative and incremental approach to managing projects, typically used in software development. It emphasizes flexibility, collaboration, customer satisfaction, and continuous improvement. The Agile Manifesto, published in 2001, outlines the key values and principles that underpin this methodology:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

These values are supported by twelve principles, including:

1. Customer satisfaction through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Examining these values and principles reveals a striking alignment with Follett's core beliefs. Let's explore the specific areas of convergence:

1. Group Process and Self-Organizing Teams:

Agile teams are inherently self-organizing. They are empowered to make decisions about how to best accomplish their tasks, with minimal hierarchical interference. This aligns perfectly with Follett's emphasis on the group as the primary unit of action and her belief in the power of collective intelligence. In Agile, the team, not a single project manager, takes responsibility for the project's success. The Scrum Master, a key role in Scrum (a popular Agile framework), acts as a facilitator and coach, removing obstacles and supporting the team's self-organization, rather than directing their work. This mirrors Follett's concept of leadership emerging from the situation and the expertise within the group.

2. Collaboration and Customer Collaboration:

Collaboration is at the heart of Agile. Developers, designers, testers, and stakeholders work closely together throughout the project lifecycle. This continuous collaboration ensures that everyone is on the same page and that the product being developed meets the needs of the customer. The Agile Manifesto explicitly values "customer collaboration over contract negotiation," highlighting the importance of ongoing dialogue and feedback. Follett would undoubtedly appreciate this emphasis on collaboration as a means of achieving integration and creating value for all stakeholders. She saw the limitations of traditional, top-down management styles and advocated for a more collaborative and participatory approach, which is precisely what Agile embodies.

3. Conflict Resolution Through Integration and Embracing Change:

Agile processes are designed to be adaptable and responsive to change. Instead of rigidly adhering to a pre-defined plan, Agile teams embrace changing requirements, even late in development. This flexibility allows them to deliver greater value to the customer by incorporating new information and adapting to evolving needs. Furthermore, Agile frameworks like Scrum incorporate regular "retrospectives" where the team reflects on its performance and identifies areas for improvement. This process of continuous improvement encourages open communication and constructive feedback, which can help to resolve conflicts and enhance team effectiveness. Follett's belief in the power of conflict resolution through integration is reflected in Agile's emphasis on embracing change and using feedback to continuously improve the product and the process. The iterative nature of Agile allows for frequent adjustments based on emerging information, effectively turning potential conflicts into opportunities for refinement.

4. Situational Leadership and Empowered Individuals:

Agile emphasizes empowering individuals and giving them the autonomy to make decisions. Agile teams are typically cross-functional, meaning that they have all the skills and expertise necessary to complete their tasks without relying on external dependencies. This empowerment fosters a sense of ownership and responsibility, which can lead to increased motivation and productivity. Furthermore, Agile promotes a "servant leadership" style, where leaders focus on supporting the team and removing obstacles, rather than dictating their actions. This aligns with Follett's view that leadership should emerge from the situation and that leaders should focus on empowering others. The self-organizing nature of Agile teams necessitates that leadership is fluid and adaptive, shifting depending on the specific challenges and opportunities that arise.

5. The Law of the Situation and Technical Excellence:

Agile's focus on technical excellence and good design reflects Follett's "law of the situation." Agile teams understand that the best solutions emerge from a deep understanding of the problem and the available technology. They prioritize continuous learning and improvement, ensuring that they have the skills and knowledge necessary to make informed decisions. The emphasis on "working software" as the primary measure of progress reinforces the idea that authority should derive from demonstrated competence, not from formal rank. Developers with deep expertise in a particular technology will naturally take the lead in making decisions related to that technology, regardless of their position in the team hierarchy.

Examples of Follett's Influence in Agile Practices

Several specific Agile practices directly reflect Follett's ideas:

• Daily Stand-up Meetings: These short, daily meetings are designed to foster communication and collaboration within the team. Team members share their progress, identify any roadblocks, and coordinate their efforts. This aligns with Follett's emphasis on the importance of face-to-face interaction and continuous communication.
• Sprint Reviews: At the end of each sprint (a short, time-boxed iteration), the team demonstrates the working software to stakeholders and gathers feedback. This allows for continuous customer collaboration and ensures that the product is meeting their needs.
• Retrospectives: As mentioned earlier, retrospectives provide an opportunity for the team to reflect on its performance and identify areas for improvement. This continuous improvement cycle is a key element of Agile and reflects Follett's belief in the power of learning from experience.
• Cross-Functional Teams: Agile teams are typically composed of members with diverse skills and expertise. This allows the team to be self-sufficient and make decisions without relying on external dependencies. This aligns with Follett's emphasis on the group as the fundamental unit of action and her belief in the power of collective intelligence.
• User Stories: Agile teams often use user stories to capture requirements from the perspective of the end-user. This helps to ensure that the product is being developed with the customer's needs in mind. This reflects Follett's focus on understanding the needs and desires of all stakeholders.

Potential Points of Contention

While Follett would likely agree with the core principles of Agile, there might be some specific aspects that she would find challenging or require further consideration:

• The Emphasis on Speed: Agile often emphasizes rapid iteration and frequent delivery. While Follett would appreciate the focus on responsiveness and adaptability, she might caution against prioritizing speed over thoroughness and deep understanding. She would likely argue that it's important to take the time to fully integrate different perspectives and to develop truly innovative solutions, even if it means slowing down the pace of development.
• The Potential for Groupthink: While Agile emphasizes collaboration, there is a risk of groupthink, where the team prioritizes consensus over critical thinking. Follett would likely encourage Agile teams to actively seek out dissenting opinions and to challenge assumptions in order to avoid this pitfall. She believed that conflict, when managed effectively, could be a source of innovation and that it was important to create a culture where individuals felt comfortable expressing their views, even if they differed from the majority.
• The Measurement of Value: Agile often relies on metrics such as velocity and burn-down charts to track progress. While Follett would appreciate the focus on measuring results, she might argue that these metrics are too narrow and fail to capture the full value of the work being done. She would likely emphasize the importance of measuring the impact of the product on the customer and on society as a whole, rather than simply focusing on the number of features delivered.

Despite these potential points of contention, the overall alignment between Follett's principles and Agile practices is undeniable.

The Enduring Relevance of Follett's Wisdom

Mary Parker Follett's ideas were ahead of their time. Her emphasis on collaboration, integration, conflict resolution, and situational leadership continues to resonate with modern management theories and practices. Agile project management, with its focus on self-organizing teams, customer collaboration, and continuous improvement, is a testament to the enduring relevance of Follett's wisdom.

In conclusion, it is highly probable that Mary Parker Follett would agree with today's concept of Agile project management. The core values and principles of Agile align closely with her own groundbreaking ideas about group process, collaboration, and leadership. While she might have some reservations about specific aspects of Agile, such as the emphasis on speed or the potential for groupthink, her overall endorsement of this methodology seems highly likely. By embracing the principles of Agile, organizations can create more collaborative, innovative, and responsive workplaces that are better equipped to meet the challenges of the 21st century. Follett's legacy lives on in the practices and values that underpin Agile, reminding us of the enduring power of human collaboration and the importance of building organizations that are truly responsive to the needs of their stakeholders. The move towards agile methodologies represents a recognition of the inherent value in decentralized decision-making, continuous feedback loops, and the empowerment of individuals within a collective framework – all hallmarks of Follett’s visionary thinking.