How Cognitive Biases and Ranking Can Foster an Ineffective Architecture @ MuCon 2021

The power of collaborative modeling comes from having a diverse group of people who, together, have a lot of wisdom and knowledge. You would expect that all this knowledge will be put to use, co-creating, and to design a model.

In reality, we don’t actually listen to all the available input and perspectives due to cognitive biases and ranking. Because not everything that needs to be said has been said, we will end up with sub-optimal models and architecture. Even worse, people don’t feel part of the solution and don’t commit to it.

Good architecture and design need all the insights and perception. If we are not aware, cognitive biases and ranking kills those insights and wisdom, and kills the effectiveness of your models! Join us in this talk where we will interactively explore how we can improve our facilitation skills and focus on neuro-inclusiveness with Lewis Deep Democracy (LDD). We will let you leave with the knowledge on how to observe sabotage behaviour, battle oppression, and to create safety in exploring alternative perceptions.

Transcript

1. How cognitive biases and ranking can
   foster an ineffective architecture and
   design
   Kenny Baas-Schwegler & Evelyn van Kelle
   Photo by Pedro Henrique Santos on Unsplash
   @EvelynvanKelle @kenny_baas
   

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2. @EvelynvanKelle @kenny_baas
   

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3. @EvelynvanKelle @kenny_baas
   Photo by Sandy Millar on Unsplash
   Complexity:
   When things go bad, endure and observe
   what you can change, and probe!
   don’t go chasing a happy to-be situation
   

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4. 4
   @EvelynvanKelle @kenny_baas
   

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5. 5
   @EvelynvanKelle @kenny_baas
   

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6. 6
   @EvelynvanKelle @kenny_baas
   We’re dealing with complex
   adaptive socio-technical
   systems.
   Those 3 aspects impact
   each other.
   Balance is key
   

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7. @EvelynvanKelle @kenny_baas
   Open office space to improve communication
   @EvelynvanKelle @kenny_baas
   

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8. @EvelynvanKelle @kenny_baas
   If you design a monolith or part of a
   software landscape without boundaries
   or the wrong boundaries,
   you just architected an open office space
   for software teams.
   

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9. @EvelynvanKelle @kenny_baas
   Kevlin Henny- Good code https://www.slideshare.net/Kevlin/good-code-73714882/16
   

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10. 10
    @EvelynvanKelle @kenny_baas
    

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11. 11
    @EvelynvanKelle @kenny_baas
    “Architectural design is system design.
    System design is contextual design
    — it is inherently about boundaries
    (what’s in, and what’s out, what spans, what
    moves between), and about tradeoffs.”
    —Ruth Malan
    

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12. Photo by NASA on Unsplash
    @EvelynvanKelle @kenny_baas
    

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13. Photo by NASA on Unsplash
    @EvelynvanKelle @kenny_baas
    

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14. 14
    @EvelynvanKelle @kenny_baas
    “If the architecture of the system
    and the architecture of the organization are at
    odds,
    the architecture of the organization wins”
    —Ruth Malan
    

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15. Creating a shared sense of reality
    Photo by Matt Noble on Unsplash
    @EvelynvanKelle @kenny_baas
    

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16. @EvelynvanKelle @kenny_baas
    Visual and Collaborative modelling is a
    practice of using requirement analysis and
    modelling techniques to create a shared
    understanding.
    

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17. @EvelynvanKelle @kenny_baas
    Photo by Cedric Letsch on Unsplash
    technical architect
    Socio-technical architect
    (A role, not a function!)
    (and of course owned by a person or group)
    

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18. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    How to make sure everyone said what has to be said?
    How can we create and include new insights?
    Who decides on the architecture?
    How to get everyone on board on the decision?
    Who to invite? How diverse should the group be?
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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19. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    How to make sure everyone said what has to be said?
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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20. @EvelynvanKelle @kenny_baas
    from: Decision-making practices for evolving and sustaining software architecture by Rebecca Wirfs-Brock and Ken Power
    

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21. @EvelynvanKelle @kenny_baas
    Ranking
    Photo by Sebastien LE DEROUT on Unsplash
    @EvelynvanKelle @kenny_baas
    

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24. @EvelynvanKelle @kenny_baas
    Photo by Sebastien LE DEROUT on Unsplash
    Symbolic violence
    Photo by Zosia Korcz on Unsplash
    @EvelynvanKelle @kenny_baas
    

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27. 27
    @EvelynvanKelle @kenny_baas
    Native language Skinny White skin colour Drink wine during lunch
    Male Straight Middle aged Born in ‘rich’ country
    Tall Has a job Mainstream political
    views
    High education
    Financially healthy No criminal record Attractive Confident
    No handicap No accent Extravert Mentally healthy
    Ranking Bingo
    Based on the Rankingtest by Arnold Mindell and inspired by Danielle Braun.
    

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28. @EvelynvanKelle @kenny_baas
    @EvelynvanKelle @kenny_baas
    So what?
    

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29. @EvelynvanKelle @kenny_baas
    @EvelynvanKelle @kenny_baas
    Shadow IT
    

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30. 30
    @EvelynvanKelle @kenny_baas
    Deep Democracy the lewis method
    

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31. @EvelynvanKelle @kenny_baas
    Photo by TRI WISNU HADI on Unsplash
    @EvelynvanKelle @kenny_baas
    Every autocratic decision, supressess knowledge
    and wisdom and creates resistance.
    

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32. @EvelynvanKelle @kenny_baas
    foto: Hideta Nagai) credit: Corporate tribe book by Danielle Braun, Jitske Kramer
    @EvelynvanKelle @kenny_baas
    

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33. @EvelynvanKelle @kenny_baas
    foto: Hideta Nagai) credit: Corporate tribe book by Danielle Braun, Jitske Kramer
    @EvelynvanKelle @kenny_baas
    “And those who were seen dancing were thought to
    be insane by those who could not hear the music”
    

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34. 34
    @EvelynvanKelle @kenny_baas
    “If you are always trying to be normal, you
    will never know how amazing you can be”
    ― Maya Angelou
    

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35. @EvelynvanKelle @kenny_baas
    Photo by Neil Thomas on Unsplash
    @EvelynvanKelle @kenny_baas
    How to make sure everyone said what has
    to be said?
    Own, play and share your rank
    

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36. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    How can we create and include new insights?
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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37. Cognitive bias
    @EvelynvanKelle @kenny_baas
    

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42. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    Who decides on the architecture?
    How to get everyone on board on the decision?
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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43. @EvelynvanKelle @kenny_baas
    https://www.today.com/home/toilet-paper-over-or-under-debate-resolved-1891-patent-t9776
    

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44. @EvelynvanKelle @kenny_baas
    Accurate vs Completeness
    

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45. @EvelynvanKelle @kenny_baas
    Accurate vs Completeness
    

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46. 46
    @EvelynvanKelle @kenny_baas
    Discussion Dialogue
    Actions, thinking fast Insights, thinking slow
    Convince, take a stand Understanding, listen
    Think against other (yes, but..) Think together with others (Yes, and…)
    Answer are central The questions are central
    Attack and defence Investigate and check
    Opinions and arguments Principles, values and norms
    Judgement postpone judgment
    Finding solutions find the underlying reason
    Risk: false consensus, powerplay Risk: responsible abstraction, woolly
    

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47. 47
    @EvelynvanKelle @kenny_baas
    https://twitter.com/RonJeffries/status/1128329696012378114
    

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48. @EvelynvanKelle @kenny_baas
    Photo by Tamara Gak on Unsplash
    @EvelynvanKelle @kenny_baas
    “Peace is not the absence of conflict.
    Conflict are the status quo, it is how you manage
    them is what makes peace.”
    - Bart Brandsma
    

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49. 49
    @EvelynvanKelle @kenny_baas
    From Kramer, Jitske - Jam Cultures
    Conversational constraints theory
    1. Clarity: Do people understand what I am saying
    2. Feelings of others: Am I hurting people, or being
    rude?
    3. Own image: Do people see me the way I like them to
    see me.
    4. Space: Don’t I take to many or too little verbale and
    non-verbale space.
    5. Effectiveness: How do I get what I want. How can I
    not get rejected.
    

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50. @EvelynvanKelle @kenny_baas
    Photo by Markus Spiske on Unsplash
    “We must be able to identify all the parts in a
    system and allow them to speak. All the parts in a
    group, even those we do not like or believe to be
    useless, must be present and supported.”
    - Arnold Mindell
    

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51. @EvelynvanKelle @kenny_baas
    Photo by Kevin Erdvig on Unsplash credit: Corporate Tribe by Danielle Braun, Jitske Kramer
    Meetings as campfires
    

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52. @EvelynvanKelle @kenny_baas
    credit: human dimensions
    

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53. 53
    @EvelynvanKelle @kenny_baas
    1. Gain all views
    2. Make it safe to to say alternative views
    3. Spread the why
    ----- VOTE ----
    4. Ask: What would it take for you to go along?
    Deep Democracy the lewis method steps
    

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54. 54
    @EvelynvanKelle @kenny_baas
    1. Idea: You have an idea, but nothing is certain
    2. Suggestion: You have a clear intention, but other
    insights are more than welcome
    3. Proposal: You have a concretely worked out
    proposal. Only serious objections can influence
    the decision
    4. Command: Decision is made, what does it take
    for you to go along?
    How much space do you give?
    

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55. @EvelynvanKelle @kenny_baas
    Who decides on the architecture?
    How to get everyone on board on the decision?
    Use the Deep Democracy the lewis method steps.
    Be clear on how much power people have on decision making.
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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56. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    Who to invite? How diverse should the group be?
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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57. Exclusion comes from having to much inclusion.
    Inclusion always leads to exclusion
    @EvelynvanKelle @kenny_baas
    Photo by Brett Jordan on Unsplash
    

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58. Inclusion paradox:
    Be yourself, but act accordingly
    @EvelynvanKelle @kenny_baas
    

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59. @EvelynvanKelle @kenny_baas
    Photo by Tamara Gak on Unsplash
    @EvelynvanKelle @kenny_baas
    & ! |
    

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60. Photo by Rikki Chan on Unsplash
    Who to invite is about thinking
    in perceptions instead of people.
    Invite especially people
    with annoying perceptions.
    @EvelynvanKelle @kenny_baas
    

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61. @EvelynvanKelle @kenny_baas
    

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62. @EvelynvanKelle @kenny_baas
    Polarity mapping
    

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63. @EvelynvanKelle @kenny_baas
    Polarity mapping
    

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64. @EvelynvanKelle @kenny_baas
    Ensuring flow in meetings
    Create awareness of people their ranks in the group
    Own, play and share your rank
    Be aware and make explicit the biases at play
    Use Deep Democracy the lewis method in your decision making
    Start managing polarities with the group
    by using polarity mapping
    Photo by Mike Lewis HeadSmart Media on Unsplash
    

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65. @kenny_baas #CatTax
    @kenny_baas
    Baasie.com
    xebia.com/blog/author/kbaas/
    https://speakerdeck.com/baasie
    @EvelynvanKelle
    evelynvankelle@gmail.com
    https://www.evelynvankelle.com
    Leave the judging to cats.
    

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