In this week's podcast we move on to the final Agile Principle, number 12: "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly."

The hard truth is that learning is horrible. It means coming face to face with your own inadequacies, and challenging them. Consequently, mustering up the motivation to learn is too easily and too often avoided. Squirrel and Jeffrey discuss their own experiences with the importance of reflection and some troubleshooting techniques to make learning easier.

They also discuss:

-How we all need to keep sharpening the saw, because if we're constantly producing we're not learning.

-Using Production Vs Production Capacity, from 7 Habits of Highly Influential People, to remind ourselves of this.

-How Marginal Gains, just 1%-per-day, compound to make a huge difference over time.

-How, unexpectedly, it is often something as simple as poor relationships that are blocking the natural learning a company would like to have.

It's much easier to blame the circumstances than have difficult conversations, and this blocks development. Therefore, we have a challenge for our listeners:

Look at your current circumstances, at what you think the problems are, reflect, and then ask yourself: what's currently preventing you from taking action on those problems (and that means YOU. You individually. Saying your boss is an idiot is not an answer). There are always opportunities available to you, should you choose to take them. If you agree or disagree with us, let us know, via email, Twitter or in a review below. We'd love to take on some of your cases in upcoming episodes.

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SHOW LINKS:

-The 12 Agile Principles: http://agilemanifesto.org/principles.html

-James Clear on Marginal Gains: https://jamesclear.com/marginal-gains

-The 7 Habits Of Highly Effective People, by Stephen R Covey: https://www.stephencovey.com/7habits/7habits-habit7.php

-London Organisational Learning Meetup: https://www.meetup.com/en-AU/London-Action-Science-Meetup/

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