Evil Experiments (In the office)

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How to be an Evil Scientist (at the office)

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About me ▪ Quite tall ▪ Help people use best practices ▪ Favourite animal is the capybara

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Hands up!

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Pet Peeves

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Quick Detour

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“ 4 Years

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“ 4 Years Waiting time for a first appointment at Northamptonshire

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Meet Tom

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Finish a BSc

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Start a family

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Start a business and get out of the risky first year

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But Tom probably won’t get to do those things

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No content

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Pride is a protest

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How to be an Evil Scientist (at the office)

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Laughter Therapy

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Quiet Evil Chuckle

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Evil Chuckle

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Evil Laugh

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Story

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Embedding best practices into teams

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Real problems

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Cat’s Paw Inc.

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Dastardly Plan Artisan Ashley (Team Leader)

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Pair Programming

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Pipelines

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TDD

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Always have an escape plan

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Never monologue

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Absolutely no capes!

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It worked!

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Superheros were being defeated

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She was asked to help Sam and Alex do it too

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Sam and Alex have their own teams, and badly want to take over the world too

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So she did

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Demands!

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They did the exact same thing and it didn’t work

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They were thwarted by super heros at every turn!

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And they all went to jail

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Thankfully Ashley always has an escape plan

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“ The future is already here — it's just not very evenly distributed William Gibson

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Teams are different

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Cat’s Paw Inc. needed to go back to the drawing board

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Alex and Sam ask her to talk about how she decided what to do with her team

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Ashley’s first few weeks

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Ashley learned about the world she lives in

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Found the pain points and the gaps between vision and reality

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Worked out what the problems were and what potential fixes could be

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Tried them out one by one in real world villainous situations

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She then looked back to see if they worked

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Why don’t we use that?

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What if we experimented on them?

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Design Thinking Empathize Define Ideate Prototype Test

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Empathise

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Empathise Team Metrics Stakeholder Mapping

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The Westrum Model Pathological (power-oriented) Bureaucratic (rule-oriented) Generative (performance-oriented) Low co-operation Modest co-operation High co-operation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to enquiry Novelty crushed Novelty leads to problems Novelty implemented

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Lencioni Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST To take Accountability takes prior Commitment Focus on delivering measurable Results. Collective and individual accountability, and feedback Commitment follows healthy conflict Healthy Conflict implies Candid Debate Building Trust requires Vulnerability

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Four Key Metrics Lead Time Deployment Frequency Mean Time to Recovery Change Failure Percentage

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Define

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Define Service Health Check

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Define Value Stream Mapping Service Blueprint

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Ideate

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Ideate 1-2-4 All Hypothesis Generation

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Prototype

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Test (and share)

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Copying Ashley’s first week they designed an experiment to run on with their teammates

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Formulating it as an experiment made it easy get permission to fail (even with a terrifying boss)