Agile Winnipeg Iteration 22

Agile Winnipeg Iteration 22



May 24, 2013


  1. 1.

    @cyetain What is the Value of Social Capital? Agile Winnipeg

    The Winnipeg Agile User Group is sponsored by: PSCAD, Protegra, Imaginet, Telerik, Online Business Systems, MavenThought, Typemock, and JetBrains.
  2. 4.

    @cyetain T o envision the the types technology that teams

    may reasonably be expected produce in 5-10 years and to prepare those teams to envision, create, produce, and support that technology.
  3. 7.

    @cyetain Individual systems are purposive, knowledge and understanding of their

    aims can only be gained by taking into account the mechanisms of social, cultural, and psychological systems -Russell Ackoff
  4. 8.

    @cyetain Psychology helps us to understand people, interactions between people

    and circumstances, interaction between teacher and pupil, interactions between a leader and his people and any system of management. ~W. Edwards Deming
  5. 11.

    @cyetain Work != Working != Worker Pin Car Artifacts Code

    Hammering Carrying Thinking Creating HUMANS Bounded: Perception Understanding Rationality
  6. 13.

    @cyetain Evolution of Capital Capital 1700 1850 1950 2000 Human

    Capital Intellectual Capital Social Capital
  7. 14.

    @cyetain The human capital explanation of the inequality... people who

    do better are more able individuals; Social capital explains how people do better because they are somehow better connected... -Ronald S. Burt
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    @cyetain Social capital can be measured by the amount of

    trust and “reciprocity” in a community or between individuals -Robert Putnam
  9. 16.

    @cyetain Social Capital is the stock of active connection among

    people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible -Don Cohen, Laurence Prusak
  10. 19.

    @cyetain Silently Say What You See On The Next Slide

    Say it SILENTLY In your mind (not out loud)
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  15. 31.

    @cyetain • Direction can Collapse Ambiguity • Ambiguity Makes it

    difficult to create a shared vision • Just because you Know something doesn’t mean you can experience it • Specificity can be dangerous
  16. 32.

    @cyetain The act of creating value via information has a

    temporal nature. The optimal Methods, Tools and Individuals to create value change as information moves from local to distributed
  17. 33.

    @cyetain The advantage created by a person’s location in a

    structure of relationships is known as social capital. ...The advantage is visible when certain people, or certain groups of people, do better than equally able peers. -Ronald S. Burt
  18. 39.

    @cyetain Three benefits of bridging structural holes can be expected:

    Access to alternative opinion and practice, early access to new opinion and practice, and an ability to move ideas between groups where there is advantage in doing so. -Ronald Burt
  19. 41.

    @cyetain The value of a relationship is not defined inside

    the relationship; it is defined by the social context around the relationship. -Ronald Burt
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    @cyetain Information, skill and knowledge are embedded in networks and

    relationships. Individuals, instead of “owning” information, attract, translate and know how to and where to access to the information that emerges in the networks around them.
  24. 54.

    @cyetain Change the patterns of participation, and you change the

    organization. At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the knowledge worker... -John Seely Brown
  25. 55.

    @cyetain Conway’s Law organizations which design systems... are constrained to

    produce designs which are copies of the communication structures of these organizations
  26. 56.

    @cyetain Because the design that occurs first is almost never

    the best possible, the prevailing system concept may need to change. Therefore, flexibility of organization is important to effective design. -Fred Brooks
  27. 58.

    @cyetain Teaming is a verb. It is a dynamic activity,

    not a bounded, static entity. It is largely determined by the mindset and practices of teamwork, not by the design and structures of eff ective teams. Teaming is teamwork on the f ly. -Amy C. Edmondson
  28. 59.

    @cyetain It is hardly possible to overrate the value …

    of placing human beings in contact with persons dissimilar to themselves, and with modes of thought and action unlike those with which they are f amiliar. … Such communication has always been, and is peculiarly in the present age, one of the primary sources of progress. -John Stuart Mill
  29. 60.

    @cyetain Fast-moving work environments need people who know how to

    team, people who have the skills and the flexibility to act in moments of potential collaboration when and where they appear. They must have the ability to move on, ready for the next such moments. Teaming still relies on old- fashioned teamwork skills such as recognizing and clarifying interdependence, establishing trust, and figuring out how to coordinate. -Amy C. Edmondson
  30. 66.

    @cyetain Humans can and will learn if they are provided

    the resources and the necessary psychological saf ety. ~Edgar Schein
  31. 67.

    @cyetain Managers (must) adapt to the ambiguity of flatter organizations

    in which bureaucratic chains of command were replaced by networks of negotiated influence. -Ronald Burt
  32. 71.

    @cyetain Focus Resolution Distance to Coherence Tasks Minimal Experiment Intent

    Strategy Product Narrative Helps to Complete Which when released will help achieve our Which supports our Which helps us realize Daily Days Days Recurrent Yearly Months
  33. 76.

    @cyetain By making embodied experience, skills & knowledge (both tacit

    and explicit) available on demand; structures capable of dynamic teaming gain significantly higher resiliency
  34. 84.

    @cyetain How Would I Validate my understanding of this problem?

    How Would I solve this Problem? •Based on your experiences, what would you do to solve this problem? This is your Hypothesis. •Identif y What Assumptions Need to Be T rue if your Hypothesis is true. •Imagine Experiments that would justif y the your Assumptions
  35. 85.

    @cyetain This is my Hypothesis, Assumptions and Experiments Challenge Assumptions

    & Experiments Rotate Pairs 2-3 Times Allow Time for Revision Between Rounds
  36. 89.

    @cyetain Autonomous individuals and teams are more engaged in their

    work. Therefore they notice and react to changes in context which enables innovation
  37. 90.

    @cyetain The distance between relevant information and those making decisions

    impacts the quality, efficiency and timeliness of those decisions
  38. 91.

    @cyetain Distributed decision making enable faster cycle times. Faster cycle

    times enable organizations to take less “big bet” risks.