CDE | Glossary

Definition: 

Container Difference Exchange (CDE) Model explains 3 condition of self-organising systems that influences the speed, path and direction. These conditions shape the patterns that make up the reality of your world. CDE Model is used to explore the patterns in life and work, identify conditions that give rise to those patterns which helps in speculating how changing conditions can shift the patterns. Using this model one can look deep into the dynamic of patterns around.

CDE model is used to explore the dynamics of system, where we can see how patterns emerge. This understanding offers multiple options to take action that influence the patterns towards achieving greater resilience and sustainability. Containers may emerge from physical boundaries, may be a psychological or emotional connection that gives rise to patterns. A strong charismatic leader, fear of the future, organisational silos – all of these  are containers that can shape patterns of interaction and decision making. A container may be as simple as the agenda of a meeting, length, time, content and discussion. Differences refer to the significant “differences that make a difference”” in the system. Difference in the system provides the potential for change and the emergence of patterns as there is negotiation that accommodate the diversities that separate them.  Increasing, decreasing or introducing new differences will shift the conditions and change the emergent patterns in a system. Exchange is any flow that generates changes in the system. Feedback, dialogue, conversation are few examples where there are multiple ways in the the system to share information, energy and other resources. Connections in the system ensures there is exchange, differences that influences decision and action where pattern emerge.

Further Reading:
Book: SUCCEEDING WITH AGILE Software Development Using Scrum by Mike Cohn

ACT | Glossary

Definition:

Agile Champions Teams (ACT), a team of 16 or so individuals participate on the ACT on the team for around 6 to 24 months depending on their role and ability to commit time to the team. Members are chosen to equally represent all functions involved. ACT meets every other week for 2 hours and augments those meetings with occasional longer offsite meetings.

ACT resolved issues related to lack of stakeholder involvement in projects, the proper use and meaning of deadlines, and executive leadership misperceptions of what agile is and can do for the company. One of the developer from the ACT team expressed his views that the best things to come out of ACT is the wide-open, smackdown brown bag sessions where all are welcome to ask questions and share knowledge. These meetings helps uncover root challenges in agile, which could be addressed by ACT.

Further Reading:
Book: SUCCEEDING WITH AGILE Software Development Using Scrum by Mike Cohn