Can this concept be applied to consulting, or even your workspace in general?
As the right of each sentient species to live in accordance with its normal cultural evolution is considered sacred, no Star Fleet personnel may interfere with the normal and healthy development of alien life and culture. Such interference includes introducing superior knowledge, strength, or technology to a world whose society is incapable of handling such advantages wisely. Star Fleet personnel may not violate this Prime Directive, even to save their lives and/or their ship, unless they are acting to right an earlier violation or an accidental contamination of said culture. This directive takes precedence over any and all other considerations, and carries with it the highest moral obligation
My Own Prime Directive (Simple Rules)I believe some parts of this philosophy can be applied to the subject of consulting, coaching or projects that touch on change & transformation, for example: agile-transformation, or even the reverse, going back from "wrong agile" to a structured, predictable waterfall, classic command-control-central-planning methods...the situation in my context: coming from a world of advanced software engineering into a world just starting out, without having an actual mandate for intervening on changing process & methods (even though you know there is a better way)...or in the project world, how to work with people still entrenched in methodology dogma, instead of seeing projects as a people leadership activity, run by conversations & commitments and less so on Gantt-chart-style, date-status-checker-are-you-done-yet project management...
It turned out it wasn't going to be that straightforward in reality...this particular civilisation was only just starting out, so I had to be mindful of the state & maturity level (new team, new to agile, new everything) just as when our Star Trek Explorers come into contact with less advanced civilisations and need to reference the Prime Directive. And the role I played wasn't grand divisional manager, but a role limited to program delivery (leaving the technical & rest of development processes in the hands of the respective managers). Even though I had come from a world of great industry, here I was faced with the challenge of working in a world just starting out...the choices:
I could pick and choose the core concepts to focus on (in-line with the organisation's state of development i.e. similar to how a civilisation has advanced technically/socially/culturally), that would incrementally lead to the organisation's goal (deliver product), but at the same time forge the road ahead on which their teams would grow, learn, develop & empowered to own the problem-space (allowing them to make mistakes along the way).