Designing an Agile Learning Culture for Teams and Organizations
I was fortunate to attend CultureCon in Boston, which focused on designing workgroup practices that embrace agile, nimble learning. This is the world into which our students will be growing.
One of the more exciting sessions led to the adoption of a set of definitions, drafted by Jim McCarthy, for Culture Design and Culture Hacking, intended as a first step toward the Agile Manifesto principles which have been applied in software development and beyond.
This is a V0.1 lexicon to enable us to speak coherently with each other and others interested in this work during the dawning era of culture design. It is difficult to foresee what language we will need in its entirety, but here are a few terms we know we need right now.
A Culture is the collection of behaviors, values, commitments and practices that both defines and gives expression to a group. Those components are Culture Elements.
Culture Design is the act of specifying culture elements — along with whatever collateral materials are needed — in order to enable third parties to produce intended cultural effects reliably in their own cultures of interest.
Culture Hacking is culture design that does more than one of the following in notable, admirable ways:
a) Respects/promotes/extends personal freedoms.
b) Increases personal/group democratic powers.
c) Protects personal, psychological, and/or creative safety.
d) Improves the world and/or sets it on a course of continuous improvement.
e) Subverts illegitimate authority.
f) Is especially admirable for one or more of its elegance, cleverness, beauty, efficacy, humor, and other design values of its implementation.
Culture Tech is the whole spectrum and marketplace of designed cultural innovations.
This document was written by Jim McCarthy, and had about 20 signatories. (He has the original and will, I am sure, be posting the entire list.)