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Facilitating collaborative design decisions hands-on @ DDD Europe 2022

Facilitating collaborative design decisions hands-on @ DDD Europe 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

June 24, 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.eightpointsquared.com
    We love cats.

    View Slide

  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 did not go well, what
    went wrong and what was the outcome?
    Each round you will do this with someone else.
    1.
    2.

    View Slide

  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

    View Slide

  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

    View Slide

  5. Group 1 << 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

    View Slide

  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.

    View Slide

  7. 1 2 3
    4
    5
    6
    7
    8 9
    On a scale of cat, how are you feeling today?

    View Slide