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I'm Jamie Riedesel, a DevOps engineer at HelloSign. Today, I'm going to talk to you about culture shock in small team Agile environments. I call this an immigration talk because there is a significant difference between traditional IT and small team Agile. Software organizations are experiencing a net migration from these traditional IT teams as the nature of traditional IT changes. I made this migration roughly five years ago, and I failed at it; I got fired. However, I learned a lot through this experience, and this session is my way of giving back to the community. My goal is to help people like me integrate better into this optimistic software world.
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To start, I want to discuss some cultural differences and build empathy for those who may not understand traditional IT. If you have never worked in a traditional IT environment, it is significantly different from what we encounter in Agile. Traditional IT operates as a service organization, where tasks are completed for other parts of the organization under their direction. Experts in traditional IT are typically in charge of maintaining services but must seek approvals for any necessary improvements. Contrastingly, in a small team Agile environment, the focus is generative — it continually creates and improves products in collaboration with the entire group and product experts.
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These viewpoints are starkly different. For instance, traditional IT organizations can be incredibly heterogeneous in terms of the supported technologies. In one organization I worked with, we identified 250 different server instances supporting 125 independent services, which is not just one product. This diversity presents challenges in maintaining continuity, as there are many different platforms, software frameworks, and databases to manage. It is not unusual to have a mix of Oracle, SQL Server, and PostgreSQL running concurrently. There tends to be a significant separation of duties as well, where development teams may not even be part of the IT service organization. In some cases, the database administrators and network staff may operate independently, creating communication barriers.
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These complications often lead to unclear ownership regarding responsibility for various parts of the system. In traditional IT organizations, having ownership of a service is often fragmented; of the 125 services we managed, only a small number were fully owned by the IT organization. Many systems support individual departmental applications, where IT may own the servers but not the applications on those servers, leading to confusion over who is responsible for what.
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The culture within these organizations tends to be bureaucratic and, at times, pathological. A bureaucratic culture focuses on strict rules; innovation is permissible but must adhere to rigid processes and approvals. In contrast, a pathological organizational culture is power-based. If you have encountered a controlling manager, you know how difficult it can be to get anything approved unless it directly supports their interests or projects. These organizations are often resistant to creativity, and any attempt to innovate may be stifled unless it is aligned with the local boss's agenda.
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To illustrate this further, let's discuss psychological safety. A Google report published a few months ago highlighted the importance of psychological safety in effective teams. They discovered that the key factor that makes a team effective is if all members feel safe to express their thoughts and ideas. Furthermore, the report emphasized that no single technique or process should be imposed on a team to ensure effectiveness. Teams must develop their unique methods for maintaining psychological safety, particularly when transitioning from a hostile environment.
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From my perspective as someone who has made this transition, it is essential to understand that those who come from traditional IT are arriving with a very different view of what constitutes a safe environment. Moreover, there are significant issues related to how service providers are treated in these organizations. Americans, for instance, have a poor track record of treating service workers with respect. Despite being highly trained professionals tasked with managing substantial systems, we often feel taken for granted. This feeling can cultivate a toxic environment, especially when service providers are expected to comply with demands that they personally see as poor decisions.
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Microaggressions are prevalent in these environments. People from traditional IT background may face negativity from all directions. For those of us working in direct IT, we experience frustrations that disrupt our work. Malware, unauthorized users, and failed requests are everyday challenges that erode morale. When it comes to IT support, there are unfortunate occurrences, such as users bypassing established protocols, which can lead to significant repercussions for the service team.
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As we navigate our roles, we discover the disruptive impact of being forced to support unknowledgeable users. For instance, reformatting machines due to repeated malware infections can unveil some uncomfortable truths, such as seeing inappropriate material from users. These experiences shape perceptions of our colleagues and contribute to a hostile work environment.
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The unwritten rules of systems administration can define the extent of responsibility each team member feels. With every team believing their way of addressing the needs of the organization is the best, personal biases only exacerbate the situation, creating further animosity among teams.
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When considering the various issues that arise in traditional IT, it is essential to discuss the emotional labor involved. As I've experienced firsthand, the repeated frustrations lead to a weariness that pushes professionals to disengage from their responsibilities. For example, when someone in the team faces an unresolvable technical issue, they often disengage, perpetuating the cycle of negativity and exacerbating the problem.
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Let’s further explore the concept of reflexive change resistance. When changes are mandated from above without input from the affected team members, it creates an environment ripe for discontent. It becomes difficult for teams to implement changes that dramatically affect their workflow. This leads to a cycle where pressure builds around implementing changes before they are adequately evaluated, which can lead to deteriorating project outcomes.
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Compartmentalization is also common in traditional environments. Each department works independently, tending to their concerns while attempting to ignore the chaos surrounding them. While empathizing with the challenges faced by others, they choose not to lend a helping hand to avoid piling on additional stress.
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The final aspect I wish to touch upon is the bonding through negativity. IT professionals frequently share their struggles with one another, often leading to humor rooted in the shared pain of their experiences. While the sentiment is relatable, it can create a toxic atmosphere that further alienates newer team members who may not share the same sense of humor.
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Addressing these issues requires a conscious effort to break the cycle. Migration towards Agile necessitates a shift in mindset — a departure from traditional IT protocols towards a more collaborative and positive approach. Through integrating humor and open communication, we can mitigate the harmful effects of negativity and foster an environment more conducive to innovation.
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We are confronted with the question of how to maintain our sanity amidst these challenges. The migration towards Agile requires support from well-rounded teams that can foster collaboration and bring about change. By creating circles of insight and growth, we can support one another and establish an effective change management process.
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As we move towards adopting Agile methodologies, organizations must value psychological safety. It is crucial for fostering a sense of community among team members and requires a departure from hierarchical models of communication. This approach will pave the way for healthy interactions among teams as they adjust to rapid changes and demands.
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The role of management becomes vital in creating a culture that encourages creativity and refrains from squashing innovative ideas. Managers must active listen and facilitate collaboration, rather than relying exclusively on predefined managerial structures. By redefining performance evaluations and focusing on encouraging contributions from all team members, we can work toward establishing a more generative environment.
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In conclusion, as we facilitate these organizational changes, we must remember the necessity of patience and understanding when working with those migrating from traditional IT. Providing structured support, reiterating the need for psychological safety, and recognizing that these individuals require time to adapt to new methodologies is essential for long-term success.
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The journey toward Agile presents both challenges and opportunities. It highlights the necessity of recalibrating our priorities and rethinking how we enable collaborative efforts. In achieving a better alignment between teams bound by common goals, we can ultimately begin to overcome those ingrained behaviors that have been present for so long.
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Lastly, I encourage you all to think critically about your own experiences, reflect on the dynamics within your teams, and consider how positive cultural transformations can emerge from the lessons we have learned from past experiences. It is through these adaptations that we can foster that crucial psychological safety that allows all individuals to contribute to the best of their abilities.
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As we move forward, I wish you all the best in navigating the exciting landscape ahead. Embrace your experiences, learn from one another, and remember to take care of one another while facilitating this transformative process. Thank you for your time.
