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Home > Departments > Agile
Command-and-control management often undermines teamwork. The principles of Scrum, which give teams autonomy to prioritize their work, help build a sense of shared commitment to project goals, which yields better results. Psychology, not hierarchy, is the key to high performing teams.
Historically, project management has been defined by a clear hierarchy: a project manager determines what, when and how a team is to complete work, while the team does its best to keep pace with those demands. But this approach to management reduces the complex interaction and collaboration that fuels amazing teamwork to a mechanical, command-and-control process. Put another way, it ignores even the most basic understanding of human psychology by assuming that employees must be constantly goaded to productivity through conspicuous supervision and micromanagement.
Command-and-control management might get employees to deliver what’s asked of them, but it will never generate the kind of creative problem-solving skills or game-changing innovation that really drives business success. That spirit of ingenuity already exists in most teams. In order for managers to unlock it, though, they must do the very thing that frightens them the most: relinquish some of their control.
In the software industry, management models that address this issue have been springing up for the last decade under the banner of “agile.” In 2001, when a group of software developers drafted the Agile Manifesto — essentially a Declaration of Independence from traditional, waterfall project management — they included a list of their values.
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