How cognitive biases and ranking can foster an ineffective architecture and design @ flowcon

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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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@EvelynvanKelle @kenny_baas

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@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 @EvelynvanKelle @kenny_baas

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5 @EvelynvanKelle @kenny_baas

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

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

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10 @EvelynvanKelle @kenny_baas

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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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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas

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

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

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

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

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Ranking Why Kenny could start with the micro-story today… ➔ Explicit ranking ◆ your position in the org chart, your job title, your job description, level of power, etc. ➔ Implicit ranking ◆ Your gender, your skin colour, the level of charisma, how you communicate/treat others, the level of informal power you have, etc.

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Ranking

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@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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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Symbolic Violence ➔ Symbolic ideal ◆ Signs of wealth (Rolex, clothing, cars, etc.) ◆ Being from ‘rich’ countries ◆ The luxury of calmness ◆ Signals we take for ‘intelligence’ ◆ Extroversion ➔ We score others and others score us. Unconsciously! ➔ The higher the score, the more power we yield to that person. This is symbolic violence. ➔ This is NOT done by the ‘dominant’ person. We do this to ourselves.

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26 @EvelynvanKelle @kenny_baas “A Pair programming or mob session where one of the participants is hitting oneself is not a co-creation, it is submission..” ― Romeu Moura

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27 @EvelynvanKelle @kenny_baas https://twitter.com/manwhohasitall/status/1321550806869450752?s=20 How to deal with the impact of ranking? @EvelynvanKelle @kenny_baas @EvelynvanKelle @kenny_baas Turn it around mindgame

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

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@EvelynvanKelle @kenny_baas @EvelynvanKelle @kenny_baas Shadow IT

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31 @EvelynvanKelle @kenny_baas Deep Democracy the lewis method

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

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@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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35 @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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@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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@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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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Quiz A man driving with his son besides him gets into a car accident. The Father dies instantly, the son is being transferred by ambulance to the hospital. The surgeon walks into the operating room, sees the child and says: I cannot do the operation, since this is my son. How is that possible? From Kramer, Jitske - Jam Cultures: https://www.bu.edu/articles/2014/bu-research-riddle-reveals-the-depth-of-gender-bias/

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Cognitive bias @EvelynvanKelle @kenny_baas

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Cognitive Bias - Example ➔ Functional Fixedness Getting stuck in what you know. A mental block against using something in a new way that is required to solve a problem. What we know hinders us to take on new perspectives.

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Cognitive Bias - Example ➔ Anchoring Effect We think relatively, rather than objectively. Relying too heavily on the first piece of information you receive (the anchor). We adjust our decisions based on this anchor. “This shouldn’t take more than 2 weeks, right?” (This is why the post-its are so effective…)

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Photo by NASA on Unsplash @EvelynvanKelle @kenny_baas Cognitive Bias - Example ➔ False consensus eﬀect “This is the best model in the world, right?” Overestimating the extent in which others share your beliefs, opinions or enthusiasm. Always check your assumptions.

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@EvelynvanKelle @kenny_baas How can we create and include new insights? ➔ Embrace the Harry’s in your team/organization to counter functional fixedness. ➔ Drop your anchor consciously. ➔ Leave room for individual contribution to counter the anchoring effect. ➔ Identify & check assumptions. And make them explicit to counter the false consensus effect. ◆ Consider the possibility that your model is not the best...

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

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@EvelynvanKelle @kenny_baas Accurate vs Completeness

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@EvelynvanKelle @kenny_baas Accurate vs Completeness

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48 @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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49 @EvelynvanKelle @kenny_baas https://twitter.com/RonJeffries/status/1128329696012378114

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

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@EvelynvanKelle @kenny_baas credit: human dimensions

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55 @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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56 @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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@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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@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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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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Inclusion paradox: Be yourself, but act accordingly @EvelynvanKelle @kenny_baas

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

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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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@EvelynvanKelle @kenny_baas

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@EvelynvanKelle @kenny_baas Polarity mapping

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@EvelynvanKelle @kenny_baas Polarity mapping

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@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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@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.