How cognitive biases and ranking can foster an ineffective DevOps culture @ DevOpsDays oNLine

The effectiveness of working in a DevOps way and be able to progressively deliver software and gain insights comes from having a diverse group of people who, together, have a lot of wisdom and knowledge. You would expect that all this knowledge and all the feedback from progressively delivery software 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 building sub-optimal software. Even worse, people don’t feel part of the solution and don’t commit to it. Good software needs all the insights and perception. If you are not aware, cognitive biases and ranking kills those insights and wisdom and kills the effectiveness of your DevOps culture!

Join us in this talk where we will explore how we can improve our facilitation skills and focus on neuro-inclusiveness. We will dive into techniques and methods from Liberating Structures and Deep Democracy the Lewis Method. We will demonstrate how you can combine these inclusive techniques with well known collaborative modelling tools like EventStorming, Example Mapping, Impact Mapping, and User Story Mapping. We will let you leave with the knowledge on how to observe sabotage behaviour, battle oppression, and to create safety in exploring alternative perceptions. We will show you how you can really let the group say what needs to be said and take a collective autocratic decision in creating software.

Transcript

1. @EvelynvanKelle @kenny_baas How cognitive biases and ranking can foster an ineffective DevOps culture Kenny Baas-Schwegler & Evelyn van Kelle Photo by Pedro Henrique Santos on Unsplash
2. @EvelynvanKelle @kenny_baas Photo by Vindemia Winery on Unsplash
3. @EvelynvanKelle @kenny_baas Photo by Matt Noble on Unsplash The (Ivory tower) architect
4. @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
5. @EvelynvanKelle @kenny_baas Visual and Collaborative modelling to create a shared understanding and make information explicit.
6. @EvelynvanKelle @kenny_baas Ensuring all the parts in a system are identified and allowed to speak How to make sure everyone said what has to be said? How can we create and include new insights? Who makes decisions and how to get everyone on board with the decision? Photo by Mike Lewis HeadSmart Media on Unsplash
7. @EvelynvanKelle @kenny_baas How to make sure everyone said what has to be said? Photo by Mike Lewis HeadSmart Media on Unsplash
8. @EvelynvanKelle @kenny_baas Ranking Photo by Sebastien LE DEROUT on Unsplash
11. @EvelynvanKelle @kenny_baas Symbolic violence Photo by Zosia Korcz on Unsplash
14. @EvelynvanKelle @kenny_baas So what?
15. @EvelynvanKelle @kenny_baas Photo by TRI WISNU HADI on Unsplash Every autocratic decision, supressess knowledge and wisdom and creates resistance.
16. @EvelynvanKelle @kenny_baas
17. @EvelynvanKelle @kenny_baas foto: Hideta Nagai) credit: Corporate tribe book by Danielle Braun, Jitske Kramer “And those who were seen dancing were thought to be insane by those who could not hear the music”
18. @EvelynvanKelle @kenny_baas Photo by Neil Thomas on Unsplash Own, play and share your rank
19. @EvelynvanKelle @kenny_baas How can we create and include new insights? Photo by Mike Lewis HeadSmart Media on Unsplash
20. @EvelynvanKelle @kenny_baas Cognitive bias
22. @EvelynvanKelle @kenny_baas
23. @EvelynvanKelle @kenny_baas Accurate vs Completeness
24. @EvelynvanKelle @kenny_baas Accurate vs Completeness
25. @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
26. @EvelynvanKelle @kenny_baas Who makes decisions and how to get everyone on board with the decision? Photo by Mike Lewis HeadSmart Media on Unsplash
27. @EvelynvanKelle @kenny_baas Photo by Kevin Erdvig on Unsplash credit: Corporate Tribe by Danielle Braun, Jitske Kramer Meetings as campfires
28. @EvelynvanKelle @kenny_baas
29. @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?
30. @EvelynvanKelle @kenny_baas Ensuring all the parts in a system are identified and allowed to speak 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 Photo by Mike Lewis HeadSmart Media on Unsplash
31. @EvelynvanKelle @kenny_baas @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.