Agile Coach is a peculiar job role to find in modern workplaces, which are driven by personal accountability and outcomes. And I’ve often wondered what makes individuals go into this area of work. Perhaps a genuinely altruistic desire to help and motivate others to learn, embed and excel at Agile practices.
However, I often wonder how many have become Agile Coaches so they can watch from the sidelines, self-selecting themselves into the role of ‘coach’ to avoid deep-seated issues around personal responsibility and ownership of results. Alternatively, perhaps to be in a rescuer role to meet their own personal needs to be seen and appreciated.
Studying Karpman’s drama triangle sparked my interest in this possibility (and the rather lengthy article I link to) illuminates it at play for those interested to learn more.
I’m also wondering how many individuals within Agile and Scrum teams are habitually walking around the Karpman drama triangle in their day to day interactions, hindering or limiting the effectiveness of any coaching they or the team may receive. That would certainly be a source of hidden disempowerment that many non-psychologically trained coaches couldn’t easily see or be able to work with effectively.
Frank Ray & Associates is a software engineering consultancy that builds high quality software for businesses.