Agile Winnipeg Iteration 22

@cyetain What is the Value of Social Capital? Agile Winnipeg
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@cyetain blog http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom Joshua (Jabe) Bloom
& CTO:

@cyetain #agilewpg @cyetain

@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.

@cyetain WARNING MAD SCIENTIST

@cyetain The Human Systems Project

@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

@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

@cyetain Working Pin Car Artifacts Code Hammering Carrying Thinking Creating
Work

@cyetain Humans are Rational

@cyetain Work != Working != Worker Pin Car Artifacts Code
Hammering Carrying Thinking Creating HUMANS Bounded: Perception Understanding Rationality

@cyetain What is Social Capital? Short Answer: An organizations ability
to distribute and leverage TRUST

@cyetain Evolution of Capital Capital 1700 1850 1950 2000 Human
Capital Intellectual Capital Social Capital

@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

@cyetain Social capital can be measured by the amount of
trust and “reciprocity” in a community or between individuals -Robert Putnam

@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

@cyetain Nature of Knowledge Work

@cyetain Let’s Look at Some Pictures

@cyetain Silently Say What You See On The Next Slide
Say it SILENTLY In your mind (not out loud)

@cyetain

@cyetain Got It?

@cyetain Stand up if you said B to yourself (in
your mind)

@cyetain Stand up if you said 13 to yourself (in
your mind)

@cyetain Kahneman

@cyetain

@cyetain Neurosis is the inability to tolerate ambiguity. -Sigmund Freud

@cyetain GOAL Current State UNCERTAINTY ? ? of How Ambiguous
Methods

@cyetain Current State GOAL GOAL GOAL GOAL UNCERTAINTY ? ?
of What ? ? ? ? Ambiguous Goals

@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

@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

@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

@cyetain n(n-1)/2 n = number of people

@cyetain Structural Hole

@cyetain The Perf ormance of OVERL Y connected organizations f
alls

@cyetain Punctuated Equilibrium

@cyetain Broker

@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

@cyetain Closure

@cyetain The value of a relationship is not defined inside
the relationship; it is defined by the social context around the relationship. -Ronald Burt

@cyetain

@cyetain People strongly connected are likely to provide redundant information.
-Ronald S. Burt

@cyetain Impact of Social Capital

@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.

@cyetain unstable externalities continuous disequilibrium coevolution

@cyetain authority

@cyetain authority REPUTATION

@cyetain assignment

@cyetain assignment OPPORTUNITY

@cyetain CONWAY’S LAW

@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

@cyetain Conway’s Law organizations which design systems... are constrained to
produce designs which are copies of the communication structures of these organizations

@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

@cyetain Dynamic Teams

@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

@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

@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

@cyetain What Should We Expect To See?

@cyetain Teaming vs Teams

@cyetain Engagement in Problems thru Safe to Fail Experiments

@cyetain Distributed and Diverse Experimentation Directly with Customers

@cyetain Focus on Reduction of Cycle Time as a Method
for Mitigating Risk

@cyetain Humans can and will learn if they are provided
the resources and the necessary psychological saf ety. ~Edgar Schein

@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

@cyetain Large Multi Feature Releases Incremental Smaller Cycle Fewer Features
Ideal Single Piece Flow to the CUSTOMER

@cyetain Many Concurrent Safe-to-fail Experiments

@cyetain Practical

@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

@cyetain People Understanding Interactions

@cyetain Model Interaction

@cyetain Your Value Stream is a Linear View of your
Social Network

@cyetain Swarms

@cyetain By making embodied experience, skills & knowledge (both tacit
and explicit) available on demand; structures capable of dynamic teaming gain significantly higher resiliency

@cyetain Just Say No to Xenophobia Utilize Abduction & Scientific
Method

@cyetain Multi-Hypothesis Research !=

@cyetain BRAINSTORM

@cyetain Theories Opinions Hypothesizes The Facts and Just the Facts

@cyetain Theories Opinions Hypothesizes Constraints Criteria

@cyetain Theories Opinions Hypothesizes Question Facts

@cyetain Theories Opinions Hypothesizes Request More Information

@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

@cyetain This is my Hypothesis, Assumptions and Experiments Challenge Assumptions
& Experiments Rotate Pairs 2-3 Times Allow Time for Revision Between Rounds

@cyetain This is my Hypothesis, Assumptions and Experiments

@cyetain Multiple Smaller Experiments against Multiple Abductive Hypotheses instead of
Single Large Experiment against Single Hypotheses

@cyetain Knowledge Work Principles

@cyetain Autonomous individuals and teams are more engaged in their
work. Therefore they notice and react to changes in context which enables innovation

@cyetain The distance between relevant information and those making decisions
impacts the quality, efficiency and timeliness of those decisions

@cyetain Distributed decision making enable faster cycle times. Faster cycle
times enable organizations to take less “big bet” risks.

@cyetain Faster cycle times result in higher quality customer interactions.
Resulting in higher quality software

@cyetain Diverse perspectives allow organizations to “see around corners” enabling
the innovation required to solve novel problems

@cyetain David Anderson Jim Benson Donald Reinertsen David Snowden Staff
of TLC Burt, Ronald Adam Yuret

@cyetain If you want truly to understand something try to
change it -Kurt Lewin

Agile Winnipeg Iteration 22

Agile Winnipeg Iteration 22

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