Agile Australia 2017

Melissa Perri at Agile Australia 2017

It’s been two weeks since the Agile Australia 2017 conference in Sydney, it was great to see so many people there and the quality of speakers was very high. Here are a few snippets from the conference.

Melissa Perri spoke about ‘The Build Trap’ and how it is easy to get very good at writing specifications and stories, which is the ‘build trap’. There is more value in understanding the true needs of the Customers and building to those needs. Melissa also had a great way to explain the difference between Product Manager and Product Owner ‘Product Owner is a role you play on a Scrum team. Product Manager is the job’

Sami Honkonen showed us how the Cynefin Framework is one of the building blocks of a Responsive Organisation – it helps us understand why Agile works in a complex adaptive system. Sami also talked about how structure drives behaviour and that it’s not the individuals, but the structure that they are in. I have also found the concept from Sami about designing very small experiments (ones that can be done in minutes) very useful.

Chris Chan at Agile Australia Lightning Talks – ‘Pirate Metrics’

The lightning talks were little nuggets of knowledge and very well attended. The picture above is from the ‘Pirate Metrics’ talk by Chris Chan – his way of explaining AARRR using examples of Pirates going into a bar is engaging. For example – Referrals – one Pirate saying to another ‘Arrr – you should try out this bar, it’s good’

The Deep Dive sessions with the keynote speakers were a bonus – Agile Australia has started doing this in the last couple of years. These give us the opportunity to learn more from the speakers, especially when they cover such interesting and useful items in their keynotes, that leaves us wanting more details.

Complex in Hindsight

When we reflect on a complex event, it often looks predictable in hindsight and this makes it harder to deal with complexity in the future. This post is about complexity in the Cynefin sense – where it is not possible to see linkages between events beforehand – but it is possible to see those linkages afterwards.

The two Cynefin domains that have high certainty are called Complicated and Obvious. The complex events that happened in the past – look like they belong in these domains – when facilitating sessions with people and asking if the past events were predictable, they will often say that they were. It is a good idea to double-check that this is the case – ‘are you saying they were predictable with your benefit of hindsight? Or if we went back in time, is it really an unpredictable set of linkages?’

It is useful to take examples of past events and create a Cynefin Framework from them in order to create a shared understanding among a group of people. The Cognitive Edge Method to do this is called 4-points or 4-tables contextualisation. Once the Cynefin Framework has been created, the labels on the groupings of events become very useful in the future. The group can then say that an upcoming event is like one in the framework, and if it is in the Complex Domain, use an exploratory approach rather than a project management method more suited to the Complicated Domain.

The main ‘gotcha’ with using historical events is this one – that the complex ones do not appear complex in hindsight – so be careful when facilitating that this is not a factor – otherwise, the Cynefin Framework created will have more examples of high-certainty events than actually exist in the environment.

Comfort and Privacy

How could something as simple as a stand-up be a potential invasion of privacy?

What if someone feels a bit unwell on the day and standing up in the same place for 15 minutes or more is very hard for them to do? What are their options?

They could stay silent – after all, we want to be seen as part of the team and not a ‘party pooper’ by asking to sit down.

They could make an excuse – ‘apologies – I need to dash to another meeting’ – or something like that.

They could tell people what is wrong (which could range from a mild illness to something more severe).

We need to consider this when we lead teams. We should not expect people to share private information – there is no need for us to know some of these things, and in a normal workplace, it’s not a problem.

Many Agile ways of working and workshop facilitation methods, fail to fully consider  diversity and inclusion. When we do consider diversity, we will offer ways for people to opt out of activities in ways that allow everyone to ‘save face’ and maintain their private information.

My ask of the Lean and Agile communities is to take a moment, pause and consider the above – let’s ensure that our ways of working are fully inclusive and not causing discomfort to anyone.

The Productivity of Inactivity

Inactive – that message we get when we look at profiles on Slack, Skype and other apps – ‘so and so has been inactive for x hours/days’. In most cases it’s a bit misleading – our friends have most likely been very active in other ways, and perhaps on other apps.

Are any of us really inactive? Even when we are asleep, our blood is circulating and our cells repairing – just like the fact that there are no true closed systems, there is also no true inactivity.

Let’s define inactivity. For the purpose of this post, inactivity is that quiet time – when we sit and contemplate – or go for a walk to ‘think’. These times are often productive – we can pull together a few thoughts that have been floating around in our minds, and create new ideas. Knowledge work requires this kind of effort – for both analysis and synthesis – for example identifying possible root causes of issues or finding a new use for an old tool respectively. Yet, how many of us make the time to do inactivity? Do we put a blank card on our Kanban walls? Do we sneak it in while we are digesting our lunch?

More likely that we check our emails, feeds, or messages on the aforementioned apps, filling up our inactivity with busyness. With our minds so full, it is very tricky to find new connections. We need to start making more time for inactivity – put up a blank card on the Kanban wall (time-box it). Put a blank post-it note into the Lean Coffee set – a few minutes of silence for everyone to contemplate, muse and relax. Block out some time in your calendar – let’s see if making time for inactivity can make us more productive.

FEEDBACK, DESIGNED BY COMMITTEE, FRIEND OR FOE

In the modern world, with its sense of image, popularity polls and populous mantra; a more primitive relative may observe this behaviour and trend as wishy-washy and indecisive.

Think about the general trend that has become common place, talent shows like Idol, X factor, Voice; shows like Big Brother where people are voted out. Can you say Bah! We follow like sheep, chasing the populous’s approval, hoping it will lead to our goals of increased sales, profit, reduction of wasteful spending.

These shows are a sign of the times, we want to know our profitability before we even start building. Even when built we do trials to tweak or discard prototypes. Feedback has become the double edged sword that can destroy an otherwise perfectly good idea or “hone it to perfection”. All heavily skewed by general knowledge, biases and experiences of the sampled group, dangerous territory for a cutting edge, revolutionary concept or product. The old axiom “the customer doesn’t know what they want, until they see it”, springs to mind.

For the known domain, where the type of product is well established and only slight variation, in either packaging or product is the goal then feedback is definitely the path forward. All the variables are well known or they follow well defined parameters. In this environment feedback enhances, tweaks and maximises but what about more unknown or unexplored environments? What about original thought?

In these more abstract, uncertain, unknown and unexplored conditions experimentation not feedback is the only true viable option.

Let me clarify. Feedback in this context does not include the information gathered by the investigative experimentation from analysis; even though technically results are a type of feedback.

Feedback is considered here as the third party opinions often collected and given even when not asked for. The designed by committee, too many cooks and option paralysis scenarios, most of us have felt it; when the process becomes too process heavy, that forward movement is but an illusion. The end result is often frustration, depression and often listlessness, we are emotionally like sharks and require forward movement to maintain our happiness.

This double edged sword, feedback is seen, even in our everyday lives, in the auto correct functions of word processors, the GPS navigational aids, calculators and even in programming tools to aid the programer. They all have their place and offer improvements in efficiency, yet they also take and undermine.

How many of us have checked to see that auto correct has “corrected” our spelling in an inappropriate manner, hopefully we catch it before we hit the send button.

Calculators are a useful tool, yet we have reduced or lost the ability to do mental arithmetic, in the pursuit for a rapid answer. People now days find it difficult to mentally estimate the total of their shopping, to see if they have enough money to cover it. Without a calculator the modern world stops.

Programming tools are a valuable tool and offer feedback upon our coding options and are often relied upon, for increased speed and guidance. The problem is that it can become a crutch, undermining and slowing the development of coding proficiency. The easy answer given by tools such as this, tempt us into a false sense of ability and takes from us the opportunities of discovering our own techniques and understanding of the code.

My personal favourite would have to be GPS navigation, I hate this one and therefore don’t have it. The course is plotted and locked into your Nav computer and you prefer to do something different, maybe you don’t like U-turns, it’s a very busy intersection, whatever the case, the GPS get almost annoyed offering recalculations again and again, demanding you comply. Then the pinnacle of folly, drivers that drive off cliffs etc by blindly following their GPS tools.

The reliance upon the feedback, given by an ever increasing number of auto correctional tools has resulted in a stifling of human ability for self analysis. The fundamental flaw with feedback mechanisms is that they often suffer from a static and fixed reference point. The coding tools can only give you the options its developers knew. The GPS navigation is only as accurate as its data and does not know your emotional state or wether you hate U turns, you the driver should be in positive control of your vehicle at all times and not defer part of the responsibility to a disembodied voice.

Feedback should never be the sword used to control or influence our direction or outcome, it’s a guide a sounding board. It should be part of the equation but never the solution.

Designed by committee, how many times have we all suffered through this and option paralysis. It all starts as a good idea if we can get a sense of what is required or in what direction we should head, then things will become clear and we will have a greater chance of success. The irony is that when we defer control to external influences we often lose our way. The reason for this is basic, we’re all different so what others may suggest usually doesn’t gel for us.

Feedback should be a guide, a navigational aid for our endeavours.

Unintended or invisible consequences

Have you ever tried to do a nice thing that went completely pear shaped ? 

Have you ever said something that was taken out of context ?

These are the unforeseen consequences, that surround us every day of our lives. The basic fact is that every interaction is open to misinterpretation. Sounds absurd but I propose it’s painfully true. The fact no one can read your mind or understand precisely what you mean is founded in the variety of life experiences we all have. We all have a “mental rule book” that we inherit/adapt/devise as we live our lives, moulded by our experiences and more importantly, our interpretation and responses to them.

Management and the unintended and invisible consequences

We are a modern culture of goal driven and result focused beings, rushing towards completion. The result is that there is entry level and management and the erosion of the middle.

The loss of the middle
The rush to completion culture, that is modern life, results in an erosion of the middle. Think about it, there is a devaluing and almost loss reflected by the middle layers of our work place and lives. This doesn’t mean that the middle layers don’t exist anymore because they do and if anything there are more of them. What has happened is the middle has expanded all while an erosion of its substance/quality has occurred. The middle has become a waiting room with no intrinsic value, just a place on the way to somewhere else. We are all trying to be/get somewhere else and therefore are focused forward and not in the present. It’s like people who are so busy, thinking of the next thing say, that they actually aren’t listening. They are actually, just frantically scanning /searching for the next sound bite to hang their comments upon. This type of hollowness is symptomatic of the erosion of the middle. This layer has become what I call “fluff” taking up a lot of room but with no real substance. The term busy work, tends to be made for this middle layer. So why has this happened?

Apprentice easy to learn hard to master

I remember buying a backgammon set when I was very young which had an instruction booklet with it. The instructions/rules were rather simple but it ended with this statement “easy to learn but hard to master” this line always resonated with me because I was a moratore’s son and knew that most things are easy to learn but really hard to master. The mastery of a skilled task takes time, time to encounter all possibilities and time to develop responses and reactions to them.

How many of us have learnt things, passed the exams and only years later, does the penny, actualy drop? Only then do we see for the first time what the concepts heart or the true nature of the knowledge was. Maths is littered with these sort of realisations, trigonometry is one.

Trig Wiki
I remember being told by a professor at university, when I was demonstrating and discussing with him how we learn and teach. He replied you only really learn something when you have to teach it, when you first learn anything, it is really just a getting to know you exercise, like a first date. This introduction allows you to pass an examine but really only superficially introduces you to the concepts involved. This initial exposure familiarises you with specific terms and basic concepts, so when you actually need to know and teach that lesson you can find the solution more easily and make it part of you.

The act of learning is greatly enhanced by teaching, why? The answer is simplicity itself. Everyone sees and exists in the world differently, these differences mean that when you learn something and try to understand it, you frame it in familiar and logical steps, for you anyway. When others try to learn and understand the same lesson they will also try to make sense of it according to their life view and understandings. So it’s obvious that when teaching you will find a continuum of how others perceive and try to understand the lesson. Some will think very much like yourself, others slightly differently and still others will need vastly different points of reference to come to terms with and understand the lesson. Good teachers must and can rephrase and explain things in a variety of ways, this necessity is what makes teaching the best way to learn because it stretches us to examine what we “know” from other perspectives and points of view.

The unforeseen consequence of teaching is you learn much more completely. This takes time and understanding.

So why do we rush to “completion” ?
Our modern culture is densely populated with 5 year plans, strategies, expectations, milestones and the list goes on and on. Every minute of every day in our lives is under constant scrutiny both internally and externally. We must develop and attain certain milestones within culturally expected time frames or we seem to be ineffectual or below the curve.

There is no room or time for mastery, we learn and we move on. The modern view is that “the now” is only a stepping stone to a future goal. The worth of the journey seems lost to us and only the allure of promotion and success is our goal. We have become tradesmen, with no patience or will to develop into master craftsmen. Society accepts the passable, to feed instant gratification and speed. The respect and value of craftsmanship and quality has become subservient to efficiency and greed. The attention span of the modern world is framed by sound bites and popularity poles.

Bread and Circus rule the day, with distractions and being seen as cutting edge, objectives in themselves.

Think about your workplace, how many times do we heard “they’ve been in that dead end job for years”, “they have no ambition” these statements maybe true but only partially so. The fact maybe that the worker derives get pleasure and satisfaction in developing their skills beyond acceptable and into the realm of mastery. Yet we don’t acknowledge this, we only see the same person in the same role, and evaluate this as “what is wrong with them?”

The absolute irony I noted while I was working IT, no matter how expert and skilled the programers were they were never “appreciated” as much as management. In fact it was sad to watch true masters of coding, having to become management so they could earn more money and get some appreciation. The actual engine which kept the company in business was devalued because they were content applying their craft. The ironic topper to this observation, was that graduates who had studied coding, just used coding to get a foot into a company, so they could quickly move into the management streams. Does the saying “too many Chiefs and not enough Indians”, spring to mind.

Words of wisdom from my father an old muratore “It takes hardly any extra effort to do a good job than a bad one.” This is very true, when you actually think about it, how much time, effort and money has been flushed down the toilet by bad projects with little or nothing to show for it?

The unforeseen consequence of our modern society is we rush to our goals and loose sight of the reasons and real benefits why we started in the first place.

There seems to be a disconnect between the limbs and the governing body, the brain. The “new talent” needs mentors to help and aid learning of best practises, while the “wiser” and older ones need the vitality of youth to physically accomplish the task and encourage new exploration into possibilities.

Companies are run like the military, chain of command, need to know and follow orders. They should be run as a biological system or organism, where there are feedback systems with more than one way to elicit change, the nervous system for rapid responses (management) and the endocrine system for slower invasive moderation (cultural).

Management techniques from the great beyond……..some useful and some not.

Cookie cutters and crazy quilts.

Well most of us know or can guess what a cookie cutter is, they are those shaped pieces of plastic or metal used to stamp out shapes from a sheet of rolled dough.

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The process allows for a rapid and consistent, production of visually identical outcomes and minimises the variables, to only the thickness of dough being used.

Of course the cutter shape can be almost anything but once decided upon, can not be changed. This gives us what we want or think we want, with little to no variation; rapidly and consistently. Cookie cutters are great management tools as well, especially for simple repetitive tasks and also for highly complex tasks involving many precise sub tasks. Cookie cutter management fails to give us options, once we decide what we need, we stamp out said desire from the dough at hand. This simplistic and “efficient” management style often fools us into a false sense of certainty and control.

Strangely enough if we focus upon ever reducing fragments of a chaotic system, we increasingly begin to see commonalities which we often read as order. This is one philosophical perspective of chaos based upon chaos is only based upon our lack of understanding of the complex. That’s another topic for another day.

 

Crazy quilt or a Muratore’s view.

Crazy quilting is often used to refer to the textile art of crazy patchwork and is sometimes used interchangeably with that term. Crazy quilting is not technically quilting per say but a specific kind of patchwork, lacking repeating motifs and with the seams and patches heavily embellished. A crazy quilt rarely has the internal layer of batting that is part of what defines quilting as a textile technique.

Crazy quilts also differ from “regular” quilts in other ways. In a crazy quilt, the careful geometric design of a quilt block is much less important, this frees the quilters to employ much smaller and more irregularly shaped pieces of fabric. This found freedom empowers crazy quilters to use far more exotic pieces of fabric, such as velvet, satin, tulle, or silk, and embellishments such as buttons, lace, ribbons, beads, or embroidery, when compared to regular quilting. Crazy quilting is extremely creative and free-flowing by nature, and crazy quilters will often learn as much about specific embellishments as they will about crazy quilting itself.

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English: Tamar Horton Harris North. “Quilt (or decorative throw), Crazy pattern”.
15th July 1877. The Metropolitan Museum of Art.

So what’s the problem, why don’t more of us do quilting this way ?
Crazy quilts are extremely labor intensive. A Harper’s Bazaar article from 1884 estimated that a full-size crazy quilt could take 1,500 hours to complete. This means that with the increased freedom and creativity allowed there is a bottle neck for many, unless you have a Muratore mindset.
Muratore is an Italian term for a mason/bricklayer, it actually means someone who makes walls, which traditionally were of stone and later bricks. So why didn’t I just say bricklayer or mason. A bricklayer is a bit like a mason using a cookie cutter for speed and efficiency and the term mason can bring other distracting extraneous baggage. So I used the term Muratore because it caries little to no baggage to the english speaking readers and my father was one of the best Muratore.
So what makes a master Muratore, the ability to mentally visualise and order the materials at hand, on the fly and find a place for every piece; all while attaining your goal of a plumb, straight and solid wall, it’s like being good at playing Tetras with irregular shapes instead of blocks.

It is this type of organic and fluid management that, I believe we should all strive towards. It is this Muratore mindset that has given us the master piece sculpture by Michelangelo called David.

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All the other sculptors rejected the piece of marble, that became the statue of David. In fact it was twice rejected. Agostino di Duccio gave up on a project using the flawed marble block, after which it sat untouched for 10 years. At that point, Antonio Rossellino took a crack at the block but decided it was too difficult to work with. The most famous statue ever carved was carved from a marble of poor quality filled with microscopic holes. So since Michelangelo could see what others could not we have this masterpiece. Michelangelo looked inside the marble and saw David. Michelangelo said that all that he had to do was chip away all of the parts that weren’t David to reveal him.

The interesting thing to take away from Michelangelo and the statue of David, is that he didn’t fight against the nature of the flawed block of marble or the fact a previous artist had already begun to block out the lower half of the block in 1464. In fact, he worked with what had come before and incorporated the flaws into the final design. It’s documented that on Sept 9, 1501, he apparently knocked off a “certain knot” that had been on the David’s chest. We believe this “knot” to be the flaw.

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Sometimes people ask me “How did you come up with that ?” I have often responded “Step back, look, listen and it will tell you how it should be done.”

So which management style do you fall into most often ?

Polar binary paralysis, the current social condition.

So what the hell does that mean?

Well in our modern society and culture we tend to see things in Black and White. There has to be a winner and a looser. We tend to see things in absolutes, all or nothing, off or on always binary. Now if you acknowledge this basic fact about our society then you are closer to seeing the issue.

While a binary view of the world is helpful in decision making and rapid responses, which makes us feel more efficient and therefore superior, it also is a very unnatural state. The world is not binary, yes you can define parts of it that way but when looking at the entire system it is more complex and interlaced. There is rarely a binary condition, physic has understood this and made a branch called Quantum mechanic.

So what is the problem with our binary view?

When we lived isolated and disconnected lives a binary view was easy and extremely helpful but as society becomes homogenised, the binary differences become grey and complex. We enter a Quantum state where there can be complex states, off and on at the same time.

I have always explained that most of us when faced with a decision, consider there are only two option positive or negative (Yes or No) but in reality there is always a third option. The third option is actually what I call a Zero state, so instead of positive or negative we also have a Zero. This zero state can range for “wait and see” to do nothing, yet its very passive nature makes us consider this not an option.

We have been trained to polarise in one direction or another. What this means is that in our modern society there has to be a winner and a looser.

We have all seen it recently with Brexit and the US presidential election. There must be a result therefore one side wins with only a fraction of a percent more than the opposition. The winner seems also to state that they have won with a mandate from the electorate. So our desire to have a winner means we end up splitting hairs to find a winner, Polar Binary Paralysis.

There is no middle ground or balanced view only polar opposites which are often shadows and reflections of the other.

When in ROME….

When in Rome do as the Romans….an old saying that highlights more than most would ever suspect. The intention of the saying was about “cultural adaptation” and behaviour when traveling. The way I see it, is that when a traveler went to another country or even city they would mimic and behave as the locals. The goal was to blend in and immerse themselves in the cultural differences to savour the real local flavours.

The saying when in Rome, predates the modern age and is more from the era of the Grand Tours from turn of last century. The time of exploration, discovery and immersion into foreign cultures. The idea of travel was very different then and we have lost much in the desire to be efficient.

Anyway the modern idea of travel is wrapped up in tour groups, check lists, efficiency and to “see the sights”. Modern tourism and even travel is more about efficiency and being disconnected and removed from the local culture; after all we’re all time poor and very busy now days. Sort of an extension of the idea of camping with a caravan with all the conveniences verses roughing it.

We are not open to discovery, exploration and learning because our cup is already full with our own culture, technology and importance.

So why am I talking about travel and culture?

Let me first define what I call culture. Culture to me is not just about countries, cooking, dress etc. but also covers the way we conduct ourselves and interact with each other, everywhere. This means you behave according to the culture of all the influences in your life… the culture of your Country, State, Town etc.; the culture of your Family, Friends and Neighbours and the culture of your Work place and leisure spaces like Bars, Clubs and Parks etc..

So to me culture is not based solely upon location but all the rules, guidelines and implied behaviours in our lives.

The basic idea is that there has been a shift in the way our culture views itself and other cultures. We now seem to believe our culture is best and other cultures have nothing to offer, we glance at the surface and make judgements and observations based not on immersion, acceptance and understanding but upon the confirmation bias of your own culture.

We seem to have lost our cultural adptiveness and acceptance and replaced it with political correctness, minority majorities, multiculturalism and fear. You can not homogenise cultures just like you can’t homogenise a person. This leads to an identity crisis and loss.

Our ancestors knew identity was highly important to self-wellbeing, different places, different faces, different races and different paces. Differences are good and should be respected yet “When in Rome do as the Romans do”.

So next time you interact with your work colleges or change jobs, just remember it’s actually up to you to fit in with their prevailing culture. So if you haven’t found the right blend of culture for yourself by 3 to 18 months to make it work then maybe you’re in the wrong place.

The majority should not have to bend over backwards to make you feel comfortable and welcome you. You are in a “foreign land” and must accept and adapt to its prevailing culture. You are responsible for your own actions and responses; and all actions and reactions have consequences.

This is a sad reflection of our modern world view and its lack of understanding.

Just because you’re fully grown doesn’t make you an Adult !

When in Rome…

romeThere was an article about the ‘Tube Chat’ badges that caused controversy in London recently. The article explained that the cultural ‘norm’ on the London Tube is to not speak with strangers. In fact, that speaking with strangers on any train until well outside London is not normal.

So I probably should not have started that long conversation with an American until we had left London and were well on our way to Edinburgh last month – oh well, lesson learned.

How do we discover the cultural ‘norms’ when we join a new group? These ‘norms’ are not something that can easily be explained – except for the extreme ones like dress codes. So we need to observe and deduce what the ‘norms’ might be. Do people have lunch at their desk? Do they go out of the office for coffee? …and so on.

Some are better at observation than others. Is there a way we can compensate for this diversity in observational skills? And why is this topic important?

It is important because the cultural ‘norms’ are what makes relationships easier – they remove friction and provide a level of certainty about how people will behave in various circumstances. If we want to shift behaviour to support improved ways of working, then we need to understand the current cultural ‘norms’. Then we need to work through how these cultural ‘norms’ are enabling or restricting good outcomes.

When we find a ‘norm’ that is restricting, it is tempting to call it out and just tell everyone to do something different.

I tried this a couple of weeks ago on my morning commute. There was a person sitting opposite me watching a soccer game on his phone without headphones. The sound was turned down, but I could clearly hear the ‘….and he scores blah blah blah…..the crowd goes wild….’ whistles blowing etc. It was really annoying. I assumed that he had blue-tooth earphones under his hood and that they might be faulty – he wouldn’t know – so I had better let him know. Because the cultural ‘norm’ on our trains is to keep your sound to yourself. I got his attention and said that I thought his earphones might be faulty because I could hear the sound. He barely looked at me and shook his head and then went on watching the game – he did turn the sound down a little.

I was a bit upset because he ignored me and did not seem to understand that others think it’s impolite not to use earphones.

A young lady then got on the train and sat in the seat next to him – doing her make-up in the selfie camera of her phone.

Years ago, etiquette guides were published to let people know what was socially acceptable. It was also common for people to let others know when they ‘crossed the line’ outside of the cultural ‘norm’ – but recently that is not acceptable. So the cultural ‘norm’ is to not say anything which means that we no longer have a consistent cultural ‘norm’ in society.

If this is true, then shifting behaviours in the workplace by direct methods is going to be almost impossible. Perhaps it is better to focus on more concrete things like processes and policies. These things are acceptable to make explicit and the cultural ‘norms’ will adapt around them. We should still monitor the cultural ‘norms’ in case they are leading to bad outcomes in our processes – but we should not try to change them directly.