The Agile Compass: Prioritizing What Matters 'Over' Competing Demands

Reimagining Agile

The Agile Manifesto has often been misinterpreted, particularly in its use of the word "over" in its value statements. Too often, people see "over" as an "instead of" that leads to either/or choices, rather than as a prioritization framework. But what if the real power of Agile is in its ability to help us address the daily dilemmas that arise in our work? Recent insights from a Harvard Business Review (HBR, July-August 2024) article reveal that solving day-to-day dilemmas—the kind that requires prioritizing between competing choices—is key to building effective organizational cultures. This insight complements Agile's intent: the values are not there to be rules but as a compass to guide us through everyday decisions.

Dilemmas in Day-to-Day Decision Making

Many organizations establish lofty value statements like "Be Transparent" or "Pursue Excellence." While these are well-intentioned, they often fall short of offering practical guidance for everyday decisions. For example, who would argue with “Pursue Excellence.” The HBR article "Build a Corporate Culture that Works: Start by Thinking About the Dilemmas Your People Will Face" highlights how value statements should help navigate real situations. Pixar's value statement, "Regularly share unfinished work," offers practical guidance: share early, get feedback, and improve. This mindset parallels Agile values and helps resolve the frequent dilemma of whether to wait for perfection or embrace iterative improvement.

Revisiting the Agile Manifesto with a Dilemma Lens

Agile values provide practical answers to common dilemmas, guiding us in prioritizing what's truly important.

• Individuals and Interactions Over Processes and Tools: Prioritize the human element. Processes are important, but interaction, communication, and flexibility take precedence, especially when adapting can lead to a better outcome. In the startup world, quick, informal meetings often replace rigid processes to meet urgent needs—illustrating Agile's focus on adaptability and people.
• Working Software Over Comprehensive Documentation: Working software comes first. While documentation is important, delivering something functional provides real value, as seen in Spotify’s rapid iteration process, which focuses on delivering and learning from small, frequent updates.
• Customer Collaboration Over Contract Negotiation: Collaboration trumps rigid contracts. Agile prioritizes understanding and evolving with customer needs, fostering a shared journey. Consulting teams often adapt flexibly to strengthen customer relationships and improve outcomes.
• Responding to Change Over Following a Plan: Be ready to change. Plans should evolve with new information, just as Amazon’s Prime service did—starting as an experiment and pivoting based on customer feedback to become a flagship offering.

How Agile Resolves These Dilemmas in Real Life

Sharing unfinished work fosters transparency and collaboration, which are key Agile values. Early and frequent delivery keeps everyone informed and involved, helping avoid perfectionism. Agile teams focus on delivering working software early, embracing Facebook’s "Move fast, break things" approach to prioritize learning and iteration over flawless execution.

Rather than vague aspirations, Agile-inspired values define which behaviors matter most, providing clear guidance for making tough decisions.

The Importance of "Over": Understanding why the Agile Manifesto is constructed using "over" can also help teams create more effective value statements of their own. By focusing on prioritization rather than exclusion, teams can craft value statements that provide meaningful, actionable guidance in day-to-day work. Instead of vague aspirations like "be transparent" or "pursue excellence," Agile-inspired values can help define which behaviors to prioritize when making tough decisions, making them much more useful in practice.

Lessons for Agile Leaders

Remember, "over" is about prioritization, not exclusion. Great leaders help teams understand that sometimes you need a bit of both, but there’s always a guiding compass that emphasizes what is most important.

Agile leaders must emphasize situational awareness—knowing when to apply which value based on context. Encourage teams to consider: "What matters most right now? Individuals or processes? Working software or more documentation?" Understanding why the Agile Manifesto is constructed using "over" can help teams craft effective value statements that prioritize meaningful actions.

Call to Action for Teams

Agile teams should take stock of the dilemmas they face. Creating a "Dilemma Wall" during retrospectives—where teams map decision points against Agile values—can help determine the best path forward. In your next retrospective, discuss recent dilemmas and how Agile values guided (or could have guided) your decisions. This exercise reinforces the practical use of the manifesto as a decision-making framework.

Conclusion The Agile Manifesto isn’t a relic of the past—it's a living guide that helps us navigate the practical, everyday dilemmas of work. By treating Agile values as a compass rather than fixed rules, teams can become more adaptable, collaborative, and effective. Whether you’re deciding to share unfinished work, pivot plans, or re-prioritize based on new feedback, the Agile values are there to guide you in making the right call for the moment. Let's use the word "over" not to divide but to lead—prioritizing what matters most when it matters most.

Heidi Musser Jon Kern ?? Sanjiv Augustine ?? Pete Behrens Martin Fowler Mark Béliczky Galen Low