ladies and gentlemen, the plane is no longer the problem
TRANSCRIPT
@chrisvmcd - ladies and gentlemen, the plane is no longer the problem
ladies and gentlemen, the plane is no longer the problem
@chrisvmcd - ladies and gentlemen, the plane is no longer the problem
Chris McDermott @chrisvmcd
Coach/Conference Organiser
http://leanagile.scot @LeanAgileScot
5th, 6th & 7th of October 2016
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United 173
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Crew Resource Management
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US Airways 1549
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Our tech stack is no longer the problem!
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Agile-Asshatery
“Agile : doing the wrong thing faster”
John Seddon
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Double loop learning
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Chunking
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Mechanism
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Adam Smith
“Division of labour” - Wealth of Nations - 1776
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Fredrick Winslow Taylor
The Principles of Scientific Management - 1911
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Alfred P Sloan
Decentralised operations with coordinated control - 1920
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Karl Marx
[The worker then becomes] "depressed spiritually and physically to the condition of a machine"
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Mental models
1. Appreciation of a system
2. Understanding of Complexity Theory
3. Thoughts on people
4. Thoughts on groups
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Step 1: Appreciation of a System
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What is a system?
“An interconnected set of elements which is coherently organised in a way that achieves something”
Donnella Meadows
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“Meaning exists in the interaction between things, not in the things themselves"
Alicia Juarrero
Interaction & Interdependence
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Feedback
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Balancing & Reinforcing
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Time
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Boundaries
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Holistic
“The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately.”
Russell Ackoff
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Operation Cat Drop
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Fundamental Attribution Error
“We're blind to our blindness. We have very little idea of how little we know. We're not designed to know how little we know.”
Daniell Kahneman
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System v Individual95% of the performance of an organisation is attributable to the system (processes, technology, work design, regulations, etc) and 5% are attributable to the individual
W Edwards Deming
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GM Freemont
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NUMMI
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Step 2: Understanding of Complexity
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Complicated systems
“[Taylor] has probably had a greater effect on the private and public lives of the men and women of the twentieth century than any other single individual.”
Jeremy Rifkin
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Complex systems
“Linearity is seductive"
Dave Snowden
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Volunteers
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Is software development complex?
“It's tough to make predictions, especially about the future.”
Yogi Berra
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Step 3: Thoughts on people
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Knowledge Work
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Motivation
“When the reward is the activity itself--deepening learning, delighting customers, doing one's best--there are no shortcuts.”
Dan Pink - Drive
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Step 4: Thoughts on groups
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Tribes
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Dunbar Number
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Principles for managing complex organisations
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Situational Awareness
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Shared Understanding
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Common Purpose
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Decentralised Decision Making
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Experimentation
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Trust
“Trust is the metric for the quality of social connection”
Marc Burgauer
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Battle of Trafalgar
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Examples of practices for complex organisations
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Teamverløtung
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Cross functional autonomous teams
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Collision space
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Community of Practice
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Pareto Team Stability
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Organisational Split
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Anything else you can think of?
• Visualisation• Hack days• Three Amigos• …
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Complicated
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Complex
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In Summary…
Software development, in an organisation, is a complex social activity. To get the best results in this environment we might want to consider: • developing situational awareness; • creating shared understanding; • engendering a common purpose;• distributing decision making to those with the best information; • experimenting with new ideas and ways of working;• underpinned by trust.
@chrisvmcd - ladies and gentlemen, the plane is no longer the problem
Thank you!
@chrisvmcd - ladies and gentlemen, the plane is no longer the problem
Sources
“What is the value of Social Capital” - Jabe Bloom : https://www.youtube.com/watch?v=7n4a1VOW7H8“Culture is the True North - Scaling at Jimdo" - Arne Roock : http://www.infoq.com/articles/scaling-at-jimdo “Nilan Peiris and the culture of growth at TransferWise” - Boss Level Podcast : http://www.bosslevelpodcast.com/15
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Images
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