Understanding and Embracing Chaos to Survive the Turning Point of the Age of Disruption. Enter Fluid Scaling Technology – a System Built on and for Chaos.
"One must face chaos to give birth to a star" - Nietzsche
"You never change things by fighting against the existing reality. To change something, build a new model that makes the old model obsolete." - Buckminster Fuller
Fluid Scaling Technology (FAST) is a lightweight system that is easy to understand, easy to implement, and easy to master.*Note FAST in two sentences: merge teams together into a tribe, throw the work on a wall, then let individuals self-organize into teams around the work. Repeat the process every two days.
Sound like Chaos? It is, on purpose! FAST creates the circumstances to harness the same creative force that governs the natural world and the universe itself – where order emerges from Chaos. If you can let go of control, you can have order – for free.
If this sounds absurd, know that paradigm shifts often do. Both the agile movement and chaos theory itself when introduced triggered doubt, disbelief, and even hostility before being finally accepted by the majority.
The book is laid out in four sections Why, What, When, and What's Next.
Why - Why FAST has been built on a totally different model. Why companies are unable to innovate and are dying today. Why agile is failing. Understanding chaos theory and the Cynefin model. And why this perfect storm of the turning point and agile fail became the backdrop and very reason for FAST to be born.
What – What the FAST system is.
When – Starting activities and pitfalls to avoid when you are ready to start.
What's Next – Through the turning point of this era lies a very different and exciting world. FAST is riding on the same wave of change that pioneer next phase organizations are. What's Next explores how FAST is as much a next phase or "Teal" Framework, as it is an agile and agile scaling framework.
*The hard work in FAST is also the most meaningful and ever ongoing work of helping humans be more human inside a community – the people and interactions work.
Create a cross-functional tribe of motivated individuals (that are team players). Give them a physical environment conducive to face-to-face collaboration and the tools and support needed for their work. Give them trust and autonomy, allowing for self-organizing teams to emerge. Allow for the emergence of the best architectures, requirements, and designs. Have customers give continual feedback as the tribe gets the job done of incrementally delivering the best product. – A hash of Agile Principles from the Agile Manifesto
(The book will cover distributed/remote FAST. Don't get caught up on face-to-face in this statement adapted from the Agile Manifesto Principles.)
Book Author - Ron Quartel
Feel free to offer feedback - email@example.com