When a thought comes up, do you translate that thought into action, or not? For this question, my friend Ed Blomquist recently presented this compelling juxtaposition: scrum vs. zen.
First, the framing. Ed and I both find our origins in the Greater Chicago area (the Pope, too; I will not tire of telling you). We both fit into a socioeconomic and cultural field that isn't all of the world. Ed has spent more years thinking about Zen than I have spent breathing. But I know that I am underqualified to talk about Zen. Scrum on the other hand, was the invention of my own corner of the culture-sphere.
Zen is a Mahayana Buddhist tradition that (in Wikipedia's own words):
emphasizes meditation practice, direct insight into one's own Buddha nature (見性, Ch. jiànxìng, Jp. kenshō), and the personal expression of this insight in daily life for the benefit of others. Some Zen sources de-emphasize doctrinal study and traditional practices, favoring direct understanding through zazen and interaction with a master (Jp: rōshi, Ch: shīfu) who may be depicted as an iconoclastic and unconventional figure.
Whereas
Scrum is an agile team collaboration framework commonly used in software development and other industries.
Scrum prescribes for teams to break work into goals to be completed within time-boxed iterations, called sprints. Each sprint is no longer than one month and commonly lasts two weeks. The scrum team assesses progress in time-boxed, stand-up meetings of up to 15 minutes, called daily scrums. At the end of the sprint, the team holds two further meetings: one sprint review to demonstrate the work for stakeholders and solicit feedback, and one internal sprint retrospective. A person in charge of a scrum team is typically called a scrum master.
(Weirdly, both concepts meet at the word "master." That's a deprecated term now, hmm?).
Sometimes, a thought comes up and I have to figure out what to do with that thought. Is that a thought to be translated into energetic action, or should that thought sit quietly? I’m not trying to create a plan for society, or manage a group of people: this is a personal-level essay. Actually, it’s about a scale smaller than the individual: what to do with a thought. Scrum and Zen can both be squished into a view on what to do with a thought. This squishing causes some distortion of the two concepts; both are truncated like how Procrustes cut or stretched his guests’ legs to fit the size of the bed he had.
I understand the Buddhist term yana to mean "vehicle". Scrum is a moving vehicle for thoughts. Scrum says "Let us transform this thought through action into an embodiment (in software), as rapidly as is humanly possible--actually a bit faster than is humanly possible if you please!" Zen probably says nothing -- gotcha! -- but the plan anyway is that you sit down and merely observe the thought (at certain stages of practice). The thought stays there as a thought, or maybe it blows on by like a cloud in the wind, and disappears into oblivion. In the Zen vehicle, ideally, one takes thought and ends with no-thought. Scrum sprints from here to there. Zen sits down and tries to disassemble the "here."
(When I was drafting this post in my head, I imagined Scrum and Zen as being participants in a cage fight. The referee would be Isaac Newton. Y'all have vivid imaginations and can expand that prompt if you want.)
I haven't read any books about scrum, but I've done it. I've held the weapon of scrum in my own hand, gone to battle and returned home victorious. Now, technically, "scrum" was a flash in the pan, a fad. People don't use that exact project management approach any more so much. The word "scrum" can now be sent back to rugby. But the attitude and posturing of hustle came before scrum and that attitude lives on after scrum.
I use scrum here as a placeholder icon for the family of techniques that embody the energetic, constructive, problem-solving spirit. I've participated in all kinds of software engineering project management. Once, I even accidentally put on the hat of "deputy engineering program manager" (and we freakin' delivered on time).
On the other hand, I half-learned Zen through American authors, some of whom were only half serious. I thought I'd learn about Zen by reading the book "Zen and the Art of Motorcycle Maintenance" but it turns out that book was about western postmodernity and is explicitly not meant to explain Zen. But I also know about the kōan; maybe that book really is about Zen because it says it's not! (Send help!) Kōans appear in a few interesting places in my reading history, for example, in works by Hofstadter and Nachmanovitch. Now we have reached the entirely serious side.
I studied Buddhism to some degree through the work of David Chapman and various podcasts -- although Chapman belongs to the Vajrayana branch of Mahayana rather than the Zen. I can't quite judge the importance of distinction, for lack of my knowledge of Zen. The two approaches have slightly different flavors to me: Zen seems more passive (in a way), more about clarity-within-paradox and more about emptiness specifically, while the Vajrayana in the general direction of David Chapman seems to emphasize action, vivid experience of life and the form-emptiness superposition.
I realized that I learned about Zen from the first generation of Western Buddhist thinkers (Baby boomers) while I learned about Vajrayana from 2nd gen American Buddhists (Gen X). Perhaps there's a more nuanced Zen that incorporates rationality like Chapman's kind of Vajrayana. But I am wallowing in ignorance here, trying to keep my head above the LLM-quality-level-waterline: just barely keeping myself from intellectual drowning.
So we have two different vehicles onto which we can place thoughts:
Scrum, the race car, designed for real-world optimal efficiency of teams with focused goals. Involves a Scrum master. The idea arose in my own lifetime and was a temporary fad. People still hustle, but under different banners.
Zen, the car that's parked in the grass and doesn't have an ignition (by design). Aims at seeing the real world. Also involves masters. The idea arose like more than a thousand years ago and shows no signs of aging.
Now the meta-systematic approach says: choose wisely.
Sometimes an energetic idea needs to go on the scrum-yana to rise from concept to implementation in a zealous fury.
Other times, the idea wants to come out, but actually needs to go sit down and get Zen-blanked out.
Or maybe the idea is quiet in your head, ashamed and wants to just disappear -- but actually should be given a bright red banner to charge the cannons on the angry stallion of scrum.
And in the fourth quadrant of the 2x2, we have the quiet idea that wants to vanish and should. But I don't know exactly what Zen will do to that idea that wants to vanish. The Zen path for a quiet idea could be surprising.
These vehicles are not quite about thoughts though; I forced that reduction onto them. And they're not on equal footing. Scrum is just about software development. Zen is vast and ineffable, with some properties of religion, and has the potential for broad impact on all aspects of life. Each path transforms the materials at hand; each path transforms the self.
Where do you want to go today?