Interesting exploration on the difficulties to switch a team to XP. I'm not fully aligned with some of the fine details pointed there... That said there is a core truth that "XP is about social change" so if you mandate it as a managerial decision it can't be XP anymore.

To take with a pinch of salt since it has a couple of biases (most notably it focuses a lot on satisfaction) and the sample size is a bit small. A few interesting insights nonetheless. In particular it hints at autonomy, transparency, technical skills and vision as being the most important factors for satisfaction and success within teams. The applied project management method? Not so important it seems if the other factors are satisfied.

This is a constant trade-off to find. How in organizations give autonomy while ensuring some consistency? A couple of ideas.

Good explanations about why autonomy without alignment is problematic. There are tips I should mull over in there, this can probably lead to some improvements at some places I've seen.

Too often managers loose track of the level of autonomy achieved by the people around them. It's important to gauge this properly though. Too much or too little guidance and prodding can lead to frustration.