?? Your (org) journey Becoming??agile

Decide timely, commit late, fail smart and learn fast, deliver better?solutions?and experience to customers,?challenge each other to improve: these are some aspects of agility that attract more and more organizations.

Organizations recognize the benefits they can harness from implementing agile ways of working to improve outcomes. But they often lack key practices and need to develop a culture that sustains agility.

So how can we progress on this agile journey? This article provides (aspiring) agile practitioners directions to explore and paths to try in their teams and organizations with diverse contributions from readers.

????? ?? TOC - TL;DR;?go to 5.1 ??(?/?+F+G)

1? The Agile Manifesto and the Agile movement

???1.1 Modernity of the Agile Manifesto

???1.2 The Agile Manifesto for Business Solutions

???1.3?Invitation to a journey (Agile Solutions poster!)

2? Beyond the Agile Manifesto

???2.1 Agile movement influences (?? Lean & Agile origins)

???2.2 Growth Mindset

???2.3?Mindset building theory

3??Becoming agile

???3.1?Metaphors, Quotes, Stories, and Conversations

???3.2?Do agile to become agile (shuhari 守破離 ??)

???3.3?Be intentional

4? The emergence of Business Agility

???4.1 Apply agility to agility

???4.2 Emergence

5? Conclusion

???5.1 Summary

???5.2?Where to start

6? YOUR CONTRIBUTIONS (just comment on the article!)

???6.1?YOUR agility mindset/culture journey [ANTI]PATTERN

???6.2 YOUR agility journey Improvement APPROACH

???6.3 YOUR agility journey STORY, metaphor or quote

???6.4 YOUR agility journey VALUE and PRINCIPLE

7? Appendix

???7.1 Other sources for Patterns

???7.2 Other sources for Values and Principles

???7.3 Related Manifestos

???7.4 Agile Organizations ??

???7.5 Agile training and certification???

???7.6 Book References (?st?comment)

???7.7 Other References (?nd?comment)

????? ?? offline ???pdf ? like??! share! re-tweet!

1? The Agile Manifesto and the Agile movement

1.1 Modernity of the Agile Manifesto

The Agile Manifesto celebrated its 20th Anniversary this year, so is it still relevant to how we approach agility today?

Figure 1.1 - Agile Manifesto (poster)

Some details have aged, such as the reference to now placid delivery cycles in the third principle (?????????????? ?????????????? ???????????????? ????????????????????, ???????? ?? ???????????? ???? ?????????? ???? ?? ???????????? ???? ????????????, ???????? ?? ???????????????????? ???? ?????? ?????????????? ??????????????????.) when elite performers now deploy multiple times a day.

The reference to projects in the fifth principle (?????????? ???????????????? ???????????? ?????????????????? ??????????????????????. ???????? ???????? ?????? ?????????????????????? ?????? ?????????????? ???????? ????????, ?????? ?????????? ???????? ???? ?????? ?????? ?????? ????????.) is also at odds with the Lean-inspired focus on Product/Solution, Value Stream, and Flow which now permeates agile thinking.

Many things have changed in the last 20 years. However, the manifesto still feels incredibly modern, often giving a sense of premonition exactly because it focuses on values and principles.

? ???????????????? ?????????? ?????????????? ???????????????????? ?? ???????????????? ???????? ?????? ???????????? ?????? ???????????????????? ???????? ???????????????? ?????????? ??????????????. ? ???????????????????????????,???????????????????????????????????-????????????

We actually need more reading and discussing and understanding of the Agile Manifesto because a critical problem the agile movement faces is the commercialization of "doing Agile" while ignoring the mindset and culture needed ( and don't try to impose a mindset either... ).

The manifesto is not there to guide the scaling of agility to the corporate world or guide leadership practices in the 21st century. It is the original distillation of the agile values and principles and the best vintage we have, foremost because it has Individuals and interactions above everything else!

This focus on the human side is what links Agile to Lean, and many other movements that postulate that developing people and teams is the necessary condition to improve products and outcomes. So how can we help share the manifesto with the whole company and nurture agility in our organization culture?

1.2 The Agile Manifesto for Business Solutions

? ???????? ???????????????? ?????????? ???????? ???? ??????????????????. ?? ???????????????? ???? ?????? ???????????????????????? ???? ????????????????????: ????????????, ????????????????, ??????????????????, ????????????????, ??????????????????, ??????. ?? ???????? ???????? ???????? ????????????????. ? ? ???????? ?????? ????????????????, ?????????? ?????????????????? ????-????????????.

Figure 1.2 - Agile Solutions Manifesto (poster)

Following Arie?van?Bennekum's?lead, replacing Software with?Solutions?in the manifesto makes it easier to discuss with the whole organization.

It highlights that agility is best suited to unique and emergent types of work: evolving products, solutions and services.?

Agile development includes the entire cycle: Ideation, Pretotype (testing the business case), MVP, Mimimum Business Increments of a solution until completion ( no longer used or changed significantly ).?

It also creates a strong bridge between what happens "in IT" and what the company needs to un-learn to evolve a culture that supports agility.

1.3 Invitation to your agile journey ???

So reading and discussing the Agile Manifesto is an excellent first step to get the basics of agility discussed across the organization. Maybe try and display the Agile Solutions Manifesto poster and invite people to discuss and sign it!

? ???? ?????? ???????????????????? ???????????? ???????? ???? ???????????????????? ???????????????? ???? ?????????? ???? ?????? ?????????????? ???????????? ???? ????. ? ? ?????????? ??????????????????

It is also an invitation to share our respective agile experiences, reflect on and share what we have learned so far and continue the journey.

2? Beyond the Agile Manifesto

Before diving in, consider checking this animation from Barry L Smith, a great refresher on the origins of Lean and Agile.

2.1 Agile movement influences

Figure 2.1 - Simplified History of the Agile movement influences

Agile thinking has a long tree of precursors and early influences yielding the lightweight methodologies of the nineties, with XP and Scrum heading to the Agile Manifesto prominence.

The Toyota Production System (TPS), Lean, and Kanban have had a particular impact on Lean Software, customer service teams, and DevOps. All these influences have more recently been enabling a shift from project thinking to product thinking and a broadening of impact from teams to?entire organizations.

This evolution has brought flow and continuous everything (delivery, monitoring, control, experiment, ..) center stage, underpinned by continuous learning and improvement.

Alongside new management approaches, agility is now emerging as a critical differentiator in the Digital Age. Organizations have to build their agile journey and culture from all these influences to tackle the challenges of emergent work and accelerating change.

2.2 Growth Mindset ??

? ???????? ??????????. ???????? ????????????. ???? ????????????. ?????? ??????????. ???????? ??????????. ???????? ????????????. ? ????????????????????????????? (1906-1989)

Agility is about adaptability and response to change, at the personal, team, and organization levels. The agile mindset is foremost a growth mindset that supports experimenting and improving.

As Linda Rising explains, our brain changes when we learn new things, so we need to support a culture that welcomes and grows with change.

By encouraging effort and learning, including failing better, you prime that growth mindset. But let's look at the theory of mindset building.

2.3 Mindset building theory ??

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It is not enough to expect that ? the brain is like a muscle—it gets stronger (and smarter) when you exercise it ?, or explain that ? You exercise your brain by working on material that makes you think hard ?

Recent research by Dweck shows that building a growth mindset is a complex problem. Intervention on growth mindset needs to be customized to the group and only makes sense in context using an experimental approach, it needs agility!

So be clear that you cannot program an agile mindset as Dave Snowden warned. The focus needs to be on nurturing a culture of learning that enables and fosters agility.

3??Becoming agile ????

3.1 Metaphors, Stories, Quotes and Conversations ??6.3

Learning about agility can be greatly helped by using metaphors and powerful quotes. In Speaking of Agile, Rich Brents compares agility to

• the flow that goes to sea, overcoming obstacles, "I became one with the water"
• finding your way with an automobile compared to taking a waterfall train
• a gardener imagining his garden then tending to it every day, growing solutions and agility

Another metaphor comes from Mark Burgess: sailing to a new destination, correcting the course continuously to avoid drifting and unknown dangers along the way.

These metaphors are part of the narrative that accompanies the change in beliefs needed by agility, often a paradigm change.

They let people relate and open up to stories on agility and how it differs from what is currently being done. They help change the conversations and progressively change the culture (see Agile Conversations).

This is essential when learning by doing as it provides a shared understanding and the context needed for experimenting.

3.2 Do agile to become agile (shuhari 守破離 ??)

As in martial arts, you learn by doing, ideally with sensei, coaches, and friends along the journey. The further goal is to go beyond the how (shu - follow the rules) and start to improve based on understanding and sharing the theory and practices (ha - adapt the rules) to eventually develop mastery and unique approaches based on context (ri - invent).

This is difficult when practices and underlying patterns and principles are not explicit, but essential to go beyond "doing agile". A good example is A?Scrum Book: The Spirit of the Game, which has brought a wealth of knowledge through patterns on how to improve your Scrum setup (ha). With Essence, Ivar Jacobson goes further and is leading the way in helping teams adapt agile methods and frameworks to their context.

Shuhari approaches are even more critical for technical mastery. Agility only makes sense in the service of better business outcomes for customers and for staff. That requires technical excellence in solution delivery specific to the domain and context, agility needs to be in the service of craftsmanship.

Shuhari needs to apply at all levels of Leadership as well, learning how to teach and encourage teams towards agile approaches in a kaizen loop that measures progress from observed behaviors, practices and outcomes.

This means leaders help build values and principles aligned to a direction, without knowing the destination, a leading indicator of successful culture change.

3.3 Be intentional

Figure 3.3 - Intentional mindset

As a leader, it is then possible to start building a culture aligned to your goals (I'm including leadership here from team level to CEO!).

The relevant groups (for instance a department management committee or a Scrum team) need to come together to work out values, principles, patterns, practices that will help them achieve their target outcomes.

In his book, Gil?Broza calls this an Intentional Mindset (follow the link for diagram source). Leadership needs to be intentional about the culture they want to create and be role models.

It is an invitation from the top and commitment at top and bottom to become agile and do agile in an environment fostering transparency, respect, safety and trust: Servant-Leadership supporting active engagement.

4? The emergence of Business Agility

4.1 Apply agility to agility

Figure 4.1 - Becoming agile infinity double loop

Building this intentional mindset requires an experimental and incremental approach, you need to be agile at becoming agile. Know where you start from and embrace that while you have a direction, you have to discover your destination.

Beware of planned agile adoptions or transformations, a big-bang planned approach to Becoming agile is, at best, creating awareness on conditions for agility but change needs engagement and commitment that only come from a journey of experimenting, learning, and improving.

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Patterns play a critical role in this journey as they allow substantial freedom when applying principles. They let you customize your practices for your context while being less divisive. Beware of context-free copying, practices need to be tailored to your organization based on proven patterns where possible.

Find the values, principles, and patterns that make sense in your context and at this point of your journey to guide teams: probe, sense, respond and start again as you nudge the organization towards agility.

4.2 Emergence

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Business Agility is emerging inside your organization but needs input from the wider community. In particular, a new leadership paradigm is emerging based on distributed autonomy and continuous improvement as pioneered by Bill Torbert and Harrison Owen with respectively Liberating Structures and Open Space Technology.

Two examples of recent approaches show the magnitude of the changes organizations are going through.

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With Promise Theory, Mark Burgess has provided the foundation for the business agility patterns proposed by the Open Leadership Network. The use of Open Space Technology to drive agility is a key component.

In BOSSA nova, Jutta Eckstein & John Buck synthesize values across Agile, Beyond Budgeting, Open Space and Sociocracy. They show how to probe your own values and principles to support an 'optimize the whole' culture to emerge.

5? Conclusion

5.1 Summary

Nurturing a growth mindset that sustains learning is a critical foundation for an organization hoping to become agile.

It starts with understanding the Agile Manifesto in the context of products and solutions delivered by the larger organization. It continues by sharing agile values and principles through metaphors and stories.

This agile mindset can then be seen as a growth mindset that seeks improvement through experiments, based on learning how to fail better.

On the journey, you will need to learn by doing and hone your technical skills to sustain your agility. You will teach by coaching, and apply agility to agility ( be agile at becoming agile ).

Building an agile culture to support autonomous stream aligned teams that focus on outcomes is a good direction, how to get there and beyond takes many paths with a few presented in this article.

Ultimately, organizations, teams, you and I, have to find our own values and principles applying patterns, intentionally and in context, to become agile together and optimize the whole.

Henceforth, the emergence of agility in organizations is helping to transform the very nature of work!

5.2 Where to start

We can all strive to develop our teams and ourselves in agile ways of working, but how can we help the whole organization on the journey to business agility?

Becoming agile takes many forms, particularly in large organizations; one size does not fit all. The need to nurture agility cuts across all initiatives and joining a Community of Practice is an excellent way to address that need across the organization.

Many directions are open such as building an online community, publishing articles or discussing Trust and Servant-Leadership, or sharing the experience of successful teams and leaders, or offering expert advice (coaching on Value Steam Mapping or Theory of Constraints..).?

Organizing events will help along the way. Popular formats include debates, book clubs, and inviting external speakers (or even setting up an internal conference!).

Extending the community beyond the organization is critical for learning. You could join external groups or associations and support employees speaking on business agility at conferences.

By joining the conversation, you will help nudge the organization towards business agility and give critical support to early adopters.?And don't forget posters and stickers;?you'll soon be making videos and be well on your way experimenting with new approaches to Becoming agile!

Indeed a CoP is a unique way to gather energy and engagement, identify and support your agility champions and innovators and help the organization become agile, providing a space for learning and experimenting at the grassroots. It is all part of Becoming agile!

See the whole, Unleash Flow!

Thank you for reading, now it is time to contribute!

Please share your experience in comments on [Anti]Patterns (6.1), Values and Principles (6.2) you've seen in action.

Please share stories of your journey to agility to invite and inspire others! (6.3)

++ Brice

PS: Please like??! share! re-tweet! to help spread in the community, check books in the ?st comment and other refs in the ?nd comment.

6? YOUR CONTRIBUTIONS (just comment!)

To contribute, just add a comment???to the article and include in the text [ANTI]PATTERN-STORY-VALUE-PRINCIPLE-APPROACH. Contributions?are?sorted?by score and referenced in their relevant section. References include a link to the contribution and contributor, i.e.

(??3?-?Contributor)?(Source if any) Title:?details

Use the score link to read the discussion and VOTE?? the comment (the score is the # of likes and replies received by the contribution, maxed to 2x the likes).

6.1 YOUR agility mindset/culture journey [ANTI]PATTERN

Mindset/Culture building PATTERNS

(??17 - Brice Beard) (Open Business Agility?) Leadership Invitation: Open patterns use an opt-in “pull” approach rather than an imposition-based “push” approach to manifest and maintain enterprise-level change.

(??3 - Chakrapani Satyavada) Regular learning sessions on the agile mindset and agile values so that team members are aligned and live agile values and principles.

(??3 - Manju Kalyanasundaram) Shared Responsibility: Responsibility is shared by team members

(??2 - Donte Morrisette) Slow down to speed up

(??2 - Manju Kalyanasundaram ) Team cross-training enables empowerment and autonomy.

(??2 - Manju Kalyanasundaram ) Empower team on team changes so they have input in adding team member, peer rating, promotion of fellow team member,..

(??2 - Manju Kalyanasundaram ) Direct communication with Product Owner and stakeholders means less documentation and endless email chains.

Mindset/Culture building ANTIPATTERNS

(??4 - Ellie Tyler ) Not giving every department in a company room to fail. So often sales/customer-facing teams aren't built to allow failure. They have to deliver 100% or they failed to meet quota.

(??3 - Kasie Kremenak) Expecting team-level agility to solve all of your problems when the rest of the organization is at odds with how they are working, especially portfolio management.

(??3 - Minttu M?k?l?inen ) Giving agile leadership role ( PO, SM, coach ) to a person acting negatively towards agility with no intention to change.

(??3 - Manju Kalyanasundaram) Continue to appraise people based on their individual contribution without team level rating.

(??2 - Darryl Brown) Proxy PO executing as a project manager. Maintaining a waterfall decision and delivery schedule mentality; eliminates the team feedback pipeline.

(??2 - Stefan Peruzzi) Story ownership dangers - more details in Stefan's article

(??2 - Alexandre Costa) Apply the same work process to all teams instead of let each team learn what works best according with the context.

(??2 - Vaibhav Sharma) Team Comparison for Velocity - Stop Comparison Gain insight for why 1 team performed and other did not, Share the findings and let team Self Organise

(??2 - Timothy Grunewald) Cargo cult agile: teams focusing on the Scrum ceremonies and lacking the agile mindset from the manifesto/principles just do Cargo cult agile

(??2 - Fredrik Carleson) Don't use story points as a KPI!

(??2 - Juan José Martin) ? Consistently optimistic estimations leads to work that cannot be accomplished within the sprint, facing disappointing review meetings. ? Lack of collaboration of external key people during the sprint (when it was needed), with an impact on task dependencies. ? Changes during the sprint that ruin the plan for this three weeks. ? Changes in team members between sprints, with its impact on productivity, collaboration, and speed calculation.

(??2 - Norbert Degenhardt) Individual Performance appraisals by managers: This destroys team spirit and is never fair to all team members (Bell Curve thinking).

(??2 - Norbert Degenhardt) Us or them approach: Our team is doing great, but team X doesn’t know what they are doing. Instead, lear-collaborate-understand-improve.

(??2 - Norbert Degenhardt) Blindly pleasing PO. Team usually has good ideas on how to improve product, but often only listens to and pleases the PO. More interaction discussion between PO and team on lore equal grounds needs to take place.

(??2 - Sujit Dahibawkar) Following zombie agile practices while focusing on contractual engagement with clients instead of collaboration.

(??2 - Muhammad Waqar Aqil) Try to implement Agile by the book using standard frameworks without understanding their context (no "inspect and adapt" ) ending up using agile as buzzwords.

(??2 - Mona Hegazy) Organizations who start practicing agile without knowing what it means (i.e. an organization claims that they moved to agile by only writing user stories, etc)

(??2 - Karl Kollischan) People try to impose the ?right“ mindset on other people, with an attitude like ?I am right and you are wrong“.

(??2 - Manju Kalyanasundaram) Fail to coach teams on quality and engineering practices.

(??2 - Manju Kalyanasundaram) Fail to coach teams on soft skills and collaboration with users and stakeholders.

(??2 - Manju Kalyanasundaram) Ignore previous hierarchy when moving to a cross-functional team model.

6.2 YOUR agility journey Improvement APPROACH

(??9 - David Hersey) (Integral approach to scaling agility) Scaling agility by systematically focusing on People, Process, Culture and Values in a balanced way.

(??8 - Al Shalloway) Systems Thinking: solve problems at the level of interaction between systems, not in isolation.

(??4 - Akhilesh Bhangre) (Theory of Constraints) Long?term?improvement?strategy?exploiting?Constraints

(??2 - Matti Kiviluoto) Introduce agility to an organization by creating a totally separate new entity in which everyone is committed to an agile mindset, and move people there progressively.

(??2 - Mauri Aalto) (Lean Kata) Coaching and improvement Kata offer tools to organizations who are in the verge of changing mindset and addressing change resistance (learning by doing).?

6.3 YOUR agility journey STORY, metaphor or quote

Please share your story and let readers see actual examples of what works or doesn't work ( negative stories can be even more powerful, think children stories! ).

(??4 - Stefan Peruzzi) A collection of real-life agility antipatterns!

(??3 - Chakrapani Satyavada) ?????????????? ???? ????????????: grassroots infoshares that rewards attendees AND presenters

(??3 - Hector Perez) ???????? ????????????????, ?????????? ?????????????????? (David Anderson)

(??2 - Gianluca Landoni) ???????????? ???????????????????? ???? ???????? ?????????? ???????????? ???????? ????????????????????.

(??2 - David Hoskins) Expecting agile to produce results without learned application is like expecting to become a good chef without getting cut and burnt in the kitchen along the way. Becoming agile is getting your mindset tuned in and getting your hands dirty putting it into practice.

6.4 YOUR agility journey VALUE and PRINCIPLE

What are the values, principles you find essential to business agility? Why do you think they make a difference?

Values

(??7 - Jutta Eckstein) (BOSSA nova) Continuous Learning: Always?learn?and contribute to others' learning, get feedback and adapt.

(??7 - Brice Beard ) (Agile Manifesto) Individuals?and?interactions?over?process?and?tools

(??5 - Gil Broza) Adaptation: as in Deferring?Decisions?to?the?Last?Responsible Moment.

(??3 - Hui Qin Lee) (Agile Manifesto) Customer?collaboration?over?contract?negotiation

(??3 - Steve Tendon) (TameFlow) Value logic and enlightened?self-interest?over?values?and?principles.

(??2 - Peter Mok) Execution is more important than ideation

(Sandeep Joshi) (The Manifesto for Sustainable Agile)(1)?Empathy?and?Trust?Over?Command?and?Control (1)?Speed?to?Value?Over?Speed?to?Market (1)?Collective?Outcomes?Over?Individual?Outputs (2)?Collocated?minds?Over?Collocated?People

Principles

(??7 - Guillaume Nargeot) (Lean Software Development) Respect?People:?Treat?everyone?with?the same respect, let every opinion be heard, respond promptly and listen attentively, have empathy, disagree without being aggressive.?

(??5 - Viktor Grgic) Simplicity: More with LeSS, descale agility and simplify structures, processes, policies, etc

(??5 - Lloyd Shove) Servant Leadership: leaders should all be servant leaders who build their teams, set them running and strive to get impediments out of their way so they can fulfill their potential.

(??4 - Michael De Luna) Maximise value by deferring commitments: actively looking for alternate solutions and ways to push back decision time to as late as possible.

(??3 - Jutta Eckstein) (BOSSA nova) The whole company uses intentional stillness or reflection time for making meaning.

(??3 - Dimitar Dimitrov) Optimize the whole value stream, not a single value or function. Know your bottlenecks and be mindful of the system/organization response in case of over-demand. Seek to reallocate extra capacity that can not be utilized because of a bottleneck.

(??2 - Alexandre Costa) Sustainability: preserving the ecosystem above profit, More important than the principles is to adopt practices in the agile movement that point in the direction of sustainability: the practice of Sustainability Thinking.

(??2 - Juan José Martin) Working Software is the Primary Measure of Progress:?don't worry how nice is your ppt and other thigs that at the end doesn't matter, the only real product that the users will use is the software you build.?Show me the product in every review meeting, or more frequently.

(??2 - Lloyd Shove) Minimise the customer feedback loop to pivot early and achieve better value; Descope brutally to deliver the next version into your customers’ hands sooner and shorten the feedback loop. Take in that feedback and pivot when appropriate.

(??2 - Gil Broza) Deferring Decisions to the Last Responsible Moment

(??2 - Albert Benassuli) To become agile you have to be flexible first, if not stiffness will remind the famous sentence ?Ou ?a passe , ou ?a casse?

7? Annex

Please add in comment any missing sources and I will add them here.

7.1 Other sources for Patterns

• Practice Library (Ivar Jacobson), SEMAT: engineer your agile way of working in context
• 8 Patterns of Open Business Agility

Agile Practices and Patterns for the Whole Organisation (Luca Minudel, P2)

7.2 Other sources for Values and Principles

• Deming’s 14 Points for Management
• Agnostic Agile, Agile 2, BVSSH, Heart of Agile, Modern Agile
• XP, Scrum Values & Principles, LeSS, SAFe Values & Principles, Disciplined Agile, Gil Broza 26 Agile Principles
• Agile at Scale Generative Principles (Luca Minudel, P2)
• Beyond Budgeting Principles
• 12 Organisational Design Principles that Embrace Complexity (Toby Sinclair)

7.3 Related Manifestos

• Agile Manifesto, Manifesto for Software Craftsmanship, Manifesto?for Agile HR Development, Agile Marketing, Remote Manifesto, Future-Fit Manifesto
• Manifesto for Sustainable Agile
• Agile People Manifesto (2019)
• Business Agility Manifesto, Agile Business Manifesto
• Business Process Manifesto
• Agile Quitters Manifesto
• Descaling Manifesto: extend the Agile Manifesto to stop bureaucracy.
• Flow Manifesto: Together we will make the world better!
• Modern Agile (Joshua Kerievsky): community for people interested in uncovering better ways of getting awesome results. It leverages wisdom from many industries, is principle-driven and framework free.

7.4 Agile organizations

This section lists agile organizations and the documents they share.

• Valve?: New Employee Handbook

7.5 Agile training and certification?

This section mentions notable trainings and certifications that go beyond the expected (Anthony Mersino has a more exhaustive list here).

• Certified LeSS Practitioner (Brice Beard): Not sure how widely this applies to this training but Viktor Grgic makes it a real exploration of (De)Scaling (Systems Thinking, Queuing theory, DoD, ..) and is able to go to detailed explanations on a wide range of related subjects (loved the code ownership discussion!)

7.5 Book References (?st-comment)

7.6 Other References (?nd-comment)

PS: Please like??! share! re-tweet! to help spread in the community

? Brice Beard, 2021.?The materials here may be freely copied and distributed as long as this article is referenced and linked.