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Bringing Balance to the Agile Culture Conversation

Mike Cottmeyer Chief Executive Officer
Dave Prior Senior Consultant/CST-CRM Specialist
Reading: Bringing Balance to the Agile Culture Conversation

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Culture eats strategy for breakfast was a quote from the legendary management consultant and author Peter Drucker. If that’s true, then what does it mean when there are competing views on culture? What type of culture gets to eat strategy for breakfast? Who gets to decide and why do we have to choose?

In this podcast, Mike and Dave sit down to discuss how your personality type influences the way you see and value culture, and the implications that can have on your business. Together they explore different types of personalities, how they manifest in the Agile community, and some ways the Agile community can find some common ground to achieve what we’re all chasing—greater Business Agility.

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Comment (1)

  1. Paul Boicovitis

    Thank you for posting this and it’s own of the first times I’ve seen behavioural models applied to agility. I observe that Hartman’s work on “colour” and the People Code is similar to Tracom’s earlier research and findings on social style (how people behave and make decisions). Interestingly when we mapped the different parts of our own business (we use Tracom as a behavioural model) we found that certain vocations were dominated by certain “styles” or to use Hartman’s language “colours”. Our engineers and IT spaces were almost 70% Analytical preference (an approximation would be Hartman’s “red” or a preference for getting things done) which meant that the “culture” or default pattern of behaviour (what people do and how they do it) was predominantly this way of operating. The key differentiator between People Code and Social Styles appears to be Versatility – Tracom having identified that a person’s ability to “flex” their colour or style depending on the person they are interacting with enables trust and respect to be achieved more efficiently and effectively and tension reduced. The leaders in our Engineering spaces (pardon the pun but let’s call them red leaders) that had higher Versatility (or empathy/self-awareness) could moderate their behaviour and communicate in Blue, White or Yellow as the situation required. This made them more effective as people leaders.

    Keep up the great work and I’d be delighted to see more thought leadership on this subject!


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