Polygraph vs. Agile

After the jogging session with my wife today, we stopped at the nice spot near the lake for a freshly squeezed orange juice to regain some energy. The inevitable routine is to check the app on my iPhone how running went. Not particularly well today. But the weather was perfect for a workout.

Lie-Detector-TestTaking the moments of muscle relax, I grabbed the newspapers (so unusual act in the era of new mobile technology). Skimming through the pages, I stopped at the article writing about the company that was performing the polygraph testing (a lie detector) on its employees. The purpose of the testing was to check the employees’ loyalty and how much  are they responsible in handling the company’s properties. The story happens in Croatia and the whole article can be found here.

After the first shock (yeah, I was deeply surprised), I tried to analyse the leadership “performance” in this case and evaluate it with the values we promote in the agile community.

Starting with LEGAL law – I surfed the net to find some sources. In some countries employer use of lie detector tests is limited by the Employee Polygraph Protection Act. It seems – not in this case.

TRUST – more than obvious, trust was not built between the management and workers. And, to my understanding with a number of assumptions I could unfold, there is a strong CULTURE of control – typical for Taylorism in the beginning of the 20th century where high level of managerial control over employee work practices was existed. The command and control culture (see the post about culture) is usually leftover from manufacturing practices in the last century and inability of management to learn and consequently to engage and motivate people.

TRANSPARENCY – if there is a need to check and control employees on polygraph, it means that the whole system is obscure, where information need to be extracted and verified in order to make decisions on a higher level. It further means, that there is a lack of transparency and obviousness which is a prerequisite for every successful and efficient process. Even further, it means that the HIRING process in the company is inconsistent, non-existing or wrong. Why would you hire incompetent people or people you don’t trust?

So, the whole GOVERNANCE is suffering because of the bunch of wasteful management activities being focused on tracking people, instead of creating the environment of visual management. The good example of visual management origins from the concept of JIDOKA – which is sometimes called autonomation, i.e. automation with human touch/intelligence. It gives machines the ability to distinguish good parts from bad autonomously, without being monitored by human. This eliminates the need for people to continuously watch machines. The same principle is valid for the relationship between management and employees. According to Daniel Pink and his great book “Drive: The Surprising Truth About What Motivates Us“, the things that creates MOTIVATION are purpose, autonomy, mastery. In this case, it seems that it was easier for management to INVEST a couple of thousand bucks into the polygraph machine, rather than build the high performing environment highlighting the real purpose, educating people and giving them empowerment to perform. It’s an investment shortcut… hm!

The management should go to the polygraph test in this case, to check whether they care for the best company’s properties – people.  No polygraph is needed to detect the lack of contemporary management practices and basics of human psychology to lead 21st century workplace.

Here is the illustration showing distinction between management and leadership:

Managers Leaders fire