"Things like deadlines, status reports, daily standups, open offices, tickets, and retrospectives are designed around the assumption of a reluctant workforce wh

"Things like deadlines, status reports, daily standups, open offices, tickets, and retrospectives are designed around the assumption of a reluctant workforce who have to be clubbed into line." I recently read a RAND Corporation research paper from the early 90's about command and control, and it gave me new insight into how a C2 system supports a commander (or in a business case, the CEO). The things that you mentioned (status reports, daily standups, tickets) are not for "clubbing the workforce", they are for feeding information to the CEO/commander about 3 things: -does the organization understand the plan the way the CEO does? -is the organization executing the plan correctly? -is there information that requires the CEO to change the plan? It's not about "the beatings will continue until morale improves".