Those 2 statements don't work together. They sure don't. But they work another way. By getting people to go along with patently contradictory belief systems

Those 2 statements don't work together. They sure don't. But they work another way. By getting people to go along with patently contradictory belief systems (or glaring conflicts between what it said and what actually happens in reality), so as to break down psychological barriers, and make them more pliant to authority generally. As with any functioning cult operation. I also felt like we had way too many meetings with very little value. Well yeah, but only in the superficial sense related to, you know, the company's business and the actual work to be done. But in terms of their true purpose: keeping the Agile cult running, and helping legions of undertalented managers keep their jobs (along with the SCMs they inevitably hire in place of actual engineering or management talent) -- these meetings are beautifully effective, indeed.