When I started ATQ, I did not only want to have questions about mainstream agile idea’s.

Here are some questions, about one of the latest ideas inspired by agile and created by agile minded people: RightShifting. The questions are created by Bob Marshall, also known as @FlowChainSensei

1) What is Rightshifting ?

a) A talking-point for people working in big corporations.
b) A management model for process improvement.
c) A collection of diagrams illustrating differences in how various organisations think about the World of Work.
d) An education campaign targeted at helping people working in knowledge-work organisations.
e) A context in which to help software development groups perform better.
f) An affectation intended to enhance the author’s reputation.

2) What is the primary aim of Rightshifting?

a) To encourage Agile teams to understand their place in the organisation .
b) To show how much waste is prevalent in typical knowledge-work organisations.
c) To highlight the causes of poor performance in knowledge-work organisations
d) To help management understand what they need to do to improve performance in their organisations.
e) To illustrate just how under-performing most knowlegde-work organisations really are.
f)  To have a new agile methodology.

3) What is the Marshall Model?

a) A manifesto for process improvement in organisations.
b) A vocabulary to help folks in discussing the state of their organisations.
c) A cultural model highlighting the moral superiority of the Synergistic and Chaordic mindsets.
d) An illustration of the hypothesis that collective mindset is the overarching determinant of organisational effectiveness.
e)  An excuse to play loud guitar music in corporations.
f)  Another name for Rightshifting.

4) How should folks best use the Marshall Model?

a) To enhance the likelihood of successful Agile adoption.
b) To make a case for not adopting Agile or Lean practices in the organisation.
c) To make visible and discussable the nature of the challenges in moving the organisation towards improved effectiveness.
d) As a blueprint for organisational transformation.
e) As a means to make Agile teams more effective.
f) To tell management that their current improvement strategy has little chance of working.