It’s recently come to my attention how difficult it is for many Agile Practitioners to discern the 3 J’s, because they don’t even have that mental model.
The consequence of not understanding this metaphor is that we fall prey to adjust processes too swiftly when encountering a situational impediment (“unexplored jungle”), that we fail to notice the strategic implications of encountering a quagmire inherent to the work (“unfeasible journey”), or that we enter local optimization that may have a benefit in the current situation at the expense of long-term outcomes (“salvaging the jeep”).
Combined with the differentiation between common and special cause variation, I have been using the metaphor in my mnanagement consulting work to re-focus the discussion about problems and potential change initiatives, saving both significant time at management level and enabling more self-organization at team level.
It’s extremely powerful to de-celerate overheated systems where execution signals and noise are hard to discern.
Just a miniscule kudos to the power of a simple, yet utterly profound mental model taught nowhere except in TameFlow