Why do we keep doing things which we know don't work?

In any organisation, some working practices simply don't work. Unfortunately the knee jerk reaction to this seems to do more of what doesn't work.

We've tried document driven system development - it doesn't work. The solution is not more documents.

We've tried up front analysis and design - it doesn't work. The solution isn't more up front analysis and design.

We've tried enforcing enterprise wide architecture - it doesn't work. The solution isn't more enforced architecture.

We've tried detailed project plans - it doesn't work. The solution isn't even more detailed plans and estimates.

We've tried enforcing pre-defined processes to systems development - it doesn't work. The solution isn't more process.

We've tried acceptance testing as a final step before production setting - it doesn't work. The solution isn't more late acceptance testing.

There are so many things that "Agile" has proven do work. Why is it so difficult to get organisations to do more of the things that work rather than more of the things we know don't work?

Open Space Technology

We've used Open Space Technology several times in our project and it's worked well in a variety of situations from retrospectives to architecture and design discussions. Up until last week the number participants has always been less than 20 so it was with both anticipation and trepidation that I found myself facilitating an Open Space for around 200 people.

After a brief introduction it was a relief to see the agenda appear almost by magic and I found myself having to hold back the enthusiastic crowds as they champed at the bit to start their discussions.

The whole day was a credit to Open Space as a format for meetings and conferences, and also a credit to the CIO for having the courage to agree to this unconventional approach.