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Facilitating collaborative design decisions @ KanDDDinsky 2022

Facilitating collaborative design decisions @ KanDDDinsky 2022

If we want to make sustainable design decisions for our architecture that are embraced by everyone, the most effective way is to do this collaboratively. Everyone can feel a part of the decision, and can potentially give the input they have. The group is aligned and knows what is to be expected onward. On paper this sounds great, but in reality we know it is hard to do because we need to deal with all sorts of group dynamics. Dynamics like cultural differences, conflicts of opinions, cognitive biases, and polarities that the group are part of. These dynamics cause people to stop sharing what they want, which ends up in resistance behaviour from sarcastic jokes, to stopped communication or leaving the session. No wonder a lot of people resort to a more autocratic form of decision making, where the architect analyzes and makes the decision. So how can we make collaborative decision decisions better?

Join Gien, Evelyn and Kenny in this hands-on workshop where we explore different models of decision making that can help facilitate collaborative design decisions. We will dive into a variety of facilitation techniques such as:

Working with climate reports to trigger hidden group conflicts
Visualising trade-offs of different models with the pro-con-fix list
Taking group decisions with full buy in with Deep Democracy

Kenny Baas-Schwegler

November 01, 2022
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Transcript

  1. Workshop Agenda Modelling a solution Resistance line and climate report

    PRO-​ CON-​ FIX list Making Deep Democratic decisions Meet your facilitators @EvelynvanKelle https://www.evelynvankelle.com @kenny_baas https://xebia.com/blog/author/kbaas/ https://speakerdeck.com/baasie @selketjah https://www.selketjah.com https://www.aardling.eu/ We love cats.
  2. Impromptu networking In two rounds 4 min each you will

    interview each other on the following questions: Give an example OF A group decision went well and why did it go well? Give an example OF a group decision that did not go well, what went wrong and what was the outcome? Each round you will do this with someone else. 1. 2.
  3. Into the problem You are a group of architects working

    for a cinema company and COVID-19 just hit the country you operate in, needing to close down all the cinemas. In a debriefing with management they told you that they are looking into opening the cinemas again within 2-3 months under some strict rules: * Customers need to sign a health check * Customers can only sit together with their household * There needs to be 1.5 meters between reservations * A room can hold a max of 30 people in total These current rules also need to apply: * A reservation can made be for up to a maximum of 8. * A reservation can made be for only adjacent seating in a single row. You are tasked by management to design a solution so that once the cinema opens up again, customers can start using the website and app to reserve seats like they are used to, but with the strict rules applied. At this moment the app and website communicate by Rest with the reservations system through the same API. The reservations system is 7 years old and we build that system, the app and website in-​ house. The reservations systems holds all the current reservations and the current business rules for reserving seats. Two things are important for the management: 1. At all costs, it must go live the moment it is announced that the cinemas can reopen again. That way customers can start straight away with reserving spots before the cinemas open again. 2. Once all COVID-19 rules are lifted, we should be able to quickly and with low costs move back to the rules that applied before COVID-19. Bounded Context Boundary Domain Boundary Application/deployment Boundary Legend Reservation system Cinema Website Cinema app Reservation Domain Allocations Ticketing Reservations Marketing
  4. a pattern is a set of ingrained, more or less

    fixed relationships between aspects or components of a culture, society, group, organization that can be observed, or can be deduced and interpreted from concrete events and processes. It concerns observable, repetitive aspects of reality. (3 times is a charm) patterns are repetitive patterns are visible on several layers patterns have a systematic coherence patterns form energy fields patterns are transferred What behavioural patterns did you observe in the group? Deep Democracy The lewis method deep-democracy.net WELCOME - Lewis Deep Democracy services This is now a separate site from the Services Site. To get to the Learning Center do not log in here, click below and log in to the Learning Center using your registered email address. Note that this is a separate login account and needs to be managed f… Deep Democracy The lewis method deep-democracy.net WELCOME - Lewis Deep Democracy services This is now a separate site from the Services Site. To get to the Learning Center do not log in here, click below and log in to the Learning Center using your registered email address. Note that this is a separate login account and needs to be managed f… Intervention to the group (never the individual) about the patterns you observed Neutral, factual observation use the words that the group uses Now stay quiet and let the group decide what we need to do Climate report Concious Unconcious Break-​ out assignment In group Pick some patterns you observed During meetings Discuss and decide how you as a facilitator could have given a climate report to the group. Not everything has to be a Climate report Indirectness -> talking in the 3th person Indirectness -> Somebody.... Indirectness -> Guardian angel Absence Interrupt each other karaoke / radiostation sliding, not deciding Asking question that are no questions What do you want to say? What do you think? What do you mean? Who do you mean? Confusing communication What do you want? What are your needs? Weather report Asking questions or weather report Do you have an answer yourself? Do you already have ideas yourselve? Logical fallacies False Dichotomy Ad Hominem Are there any other options? What makes you say that? en.wikipedia.org List of fallacies - Wikipedia A fallacy is reasoning that is logically incorrect, undermines the logical validity of an argument, or is recognized as unsound. All forms of human communication can contain fallacies. Because of their variety, fallacies are challenging to classify. The… Strawman How did you reach that conclusion? Conscious Unconscious Wisdom / potential of the group edging behaviour
  5. Exercise << option 1 >> PRO CON & FIX Reasons

    this is a bad option and possible fixes Reasons this is a good option << option 2 >> PRO CON & FIX Reasons this is a bad option and possible fixes Reasons this is a good option BIKING TO WORK PRO CON & FIX Reasons this is a bad option and possible fixes Reasons this is a good option Guaranteed daily exercise of 60 minutes Good for environment Kilometer compensation of 8 EUR / km Increase in salary: 3.500 EUR Arriving sweaty and the office I get wet when it rains Only one car to share between me and my partner Commute is 60 minutes a day Shower at the office Listen to audiobooks or podcasts during commute KEEP COMPANY CAR PRO CON & FIX Reasons this is a bad option and possible fixes Reasons this is a good option Me and my partner both have their own car No fuel costs Arrive dry at the office Commute is 20 minutes a day Salary stays the same: 3.150 EUR Bad for the environment No daily exercise 120 EUR monthly taxation Donate my carbon footprint to charity Use the gym at the office before leaving CURRENT SITUATION New bike paid by company Fuel costs of 100 EUR / month Put office clothes at office and change on arrival Buy rain repelling clothes for biking Arrive fresh at the office No eco bonus from the office BIKE PRO CON & FIX Reasons this is a bad option and possible fixes Reasons this is a good option More exercise Good for environment Get bonus More salary Arriving sweaty and the office I get wet when it rains Only one car to share between me and my partner Commute is 60 minutes a day Shower at the office Listen to audiobooks or podcasts during commute COMPANY CAR PRO CON & FIX Reasons this is a bad option and possible fixes Reasons this is a good option Me and my partner both have their own car No fuel costs Arrive dry at the office Commute is 20 minutes a day Less salary Bad for the environment No daily exercise Pay taxes Donate some money Use the gym at the office before leaving New bike paid by company Fuel costs of 100 EUR / month Put office clothes at office and change on arrival Buy rain repelling clothes for biking Arrive fresh at the office No eco bonus from the office EXAMPLE OF A GOOD COMPARISON EXAMPLE OF A BAD COMPARISON allocation system Reservations system Cinema Website Cinema app Reservation Domain Allocations Ticketing Reservations Marketing Reservations system Cinema Website Cinema app Reservation Domain Allocations Ticketing Reservations Marketing Allocations Allocations Add functionality to a new bounded context and call that instead Add functionality to a new deployable component and call that from original allocations bounded context
  6. If a product is 29.90 euro at a local shop

    around the corner, and that same product is 19.90 euro in another shop 20 min drive away, would you do that? Would you do the same if the price is 750 euro and 740 euro? The clearest instance in the book, which I set up as a sort of foundational myth, is the Pythagorean cult in the fifth century BC, which becomes so devoted to the perfect rationality of mathematics that it has trouble dealing with the discovery of the existence of irrational numbers. And so when one of its own, Hippasus of Metapontum, starts telling people outside the group that the world can’t be explained by mathematics alone, legend has it that the leader of the group had him drowned in a fit of anger. “The desire to impose rationality, to make people or society more rational, mutates ... into spectacular outbursts of irrationality.” - Justin E.H. Smith Deep Democracy The lewis method deep-democracy.net WELCOME - Lewis Deep Democracy services This is now a separate site from the Services Site. To get to the Learning Center do not log in here, click below and log in to the Learning Center using your registered email address. Note that this is a separate login account and needs to be managed f… The 5 steps of sustainable decision making Gain all Views Find the alternative view and make it safe to say no Spread the alternative view What will it take to come along 1. 2. 3. 4. 5 . Go Fishing - the argument (Say what needs to be said) Vote Concious Unconcious Break-​ out assignment In your team one of you will be the facilitator the discussion on what solution to pick from the modelling challenge. Use what you learned from Deep Democracy. You can also switch if multiple people want to facilitate. If you do not have a facilitator, try to use stickies and write down why you want a specific solution and compare and relate.
  7. 1 2 3 4 5 6 7 8 9 On

    a scale of cat, how are you feeling today?