I often compare Scrum to the frame of a house. We can look at the frame to know the size and shape of our rooms and how the house joins together. However, it’s up to us to figure out what color to paint the walls and where to place the couch. The saying goes, “Scrum is easy to understand but difficult to master.” I agree, but I prefer a different slant:
Scrum is easy. People are hard.
Rational Or Not, Here I Come
While working on my MBA, I remember sitting in a portfolio management class. My professor told us a story about how a chimpanzee picked better stocks than the world’s highest paid money managers. That couldn’t be right. Humans are rational, and that should be doubly true when our money is at stake. Shouldn’t these money managers be experts in understanding human rationality and apply it to picking stocks that return better than the market? It turns out I was wrong. We humans aren’t nearly as rational as we pretend to be, and I’ve since learned to provide latitude for irrationality that inevitably arises from the fear of organizational change. While a bit harsh, I mostly agree with Will Smith:
Human beings are not creatures of logic; we are creatures of emotions. And we do not care what’s true. We care how it feels.