I’m using the phrase “best practices” less and less when working to establish good agile practices. In fact, I’ve stopped using it at all. The primary reason is that it implies there is a set of practices that apply to all circumstances. And in the case of “industry best practices,” they are externally established criteria – they are the best practices and all others have been fully vetted and found wanting. I have found that to be untrue. I’ve also found that people have a hard time letting go of things that are classified as “best.” When your practices are the “best,” there’s little incentive to change even when the evidence strongly suggests there are better alternatives. Moreover, peer pressure works against the introduction of innovative practices. Deviating from a “best” practice risks harsh judgment, retribution, and the dreaded “unprofessional” label.
If an organization is exploring a new area of business or bringing in-house a set of expertise that was previously outsourced, adopting “best” practices may be the smart way to go until some measure of stability has been established. But to keep the initial set of practices and change only as the external definition of “best” changes ends up dis-empowering the organization’s employees. It sends the message, “You aren’t smart enough to figure this out and improve on your own.” When denied the opportunity to excel and improve, employees that need that quality in their work will move one. Over time, the organization is left with just the sort of people who indeed are not inclined to improve – the type of individuals who need well defined job responsibilities and actively resist change of any sort.
There is a dangerous inertia to “best” practices that often goes unnoticed. When one group reaches a level of success by implementing a particular practice, it is touted as one of the keys to its success. And so other groups or organizations adopt the practice. Since everyone wants success, these practices are faithfully implemented according to tradition and change little even as the world around them changes dramatically. In his Harvard Business Review article “Which Best Practice Is Ruining Your Business?”, Freek Vermeulen observes that “when managers don’t see [a] practice as the root cause of their eroding competitive position, the practice persists — and may even spread further to other organizations in the same line of business.” Consequently, business leaders “never connect the problems of today with [a] practice launched years ago.”
“Common” practices, on the other hand, suggest there is room for improvement. They are common because a collection of people have accepted them as generally valuable, not because they are presumed universally true or anointed as “best.” They are derived internally, not imposed externally. As a result, letting go of a “common” practice for a better practice is easier and carries less stigma. With enough adoption throughout the organization, the better practice often becomes the common practice. When we use practices that build upon the collected wisdom from an organization’s experiences we are more likely to take ownership of the process and adapt in ways that naturally lead to improvement.
There are long term benefits to framing prevailing practices as “common.” It reverses the “you are not smart enough” message and encourages practitioners to take more control and ownership in the quality of their practices. Cal Newport argues that “[g]iving people more control over what they do and how they do it increases their happiness, engagement, and sense of fulfillment.” This message is at the heart of Dan Pink’s book, “Drive,” in which he makes the case that more control leads to better grades, better sports performance, better productivity, and more happiness. Pink cites research from Cornell that followed over three hundred small businesses. Half of the businesses deliberately gave substantial control and autonomy to their employees. Over time, these businesses grew at four times the rate of their counterparts.
When you are considering the adoption or pursuit of any best practice, ask yourself, “best” according to whom? It may help avoid some unintended consequences down the line where someone else’s “best” practice yields the worst results for you, your team, or your organization.
Newport, C. (2012). So Good They Can’t Ignore You. New York, NY: Grand Central Publishing.
Pink, D.H. (2009). Drive: The Surprising Truth About What Motivates Us. New York, NY: Riverhead
Vermeulen, F. (2012). Which Best Practice Is Ruining Your Business? Retrieved from https://hbr.org/2012/12/which-best-practice-is-ruining