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Agile Winnipeg iteration 22
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Agile Winnipeg iteration 22






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    Agile Winnipeg iteration 22 Agile Winnipeg iteration 22 Presentation Transcript

    • @cyetainWhat is theValue ofSocial Capital?Agile WinnipegThe Winnipeg Agile User Group is sponsored by:PSCAD, Protegra, Imaginet, Telerik, Online Business Systems,MavenThought, Typemock, and JetBrains.
    • @cyetainblog http://jabe.coSend Anonymous Feedbackhttp://sayat.me/jabebloomJoshua (Jabe) Bloom&CTO:
    • @cyetain#agilewpg@cyetain
    • @cyetainTo envision the the typestechnology that teams mayreasonably be expected producein 5-10 years and to preparethose teams to envision, create,produce, and support thattechnology.
    • @cyetainTheHuman SystemsProject
    • @cyetainIndividual systems are purposive,knowledge and understandingof their aims can only be gainedby taking into account themechanisms of social, cultural,and psychological systems-RussellAckoff
    • @cyetainPsychology helps us to understandpeople, interactions betweenpeople and circumstances,interaction between teacher andpupil, interactions between aleader and his people and anysystem of management.~W. Edwards Deming
    • @cyetainWorkingPinCarArtifactsCodeHammeringCarryingThinkingCreatingWork
    • @cyetainHumansare Rational
    • @cyetainWork != Working != WorkerPinCarArtifactsCodeHammeringCarryingThinkingCreatingHUMANSBounded:PerceptionUnderstandingRationality
    • @cyetainWhat is SocialCapital?Short Answer:An organizations ability to distribute andleverage TRUST
    • @cyetainEvolution ofCapitalCapital1700 1850 1950 2000Human CapitalIntellectual CapitalSocial Capital
    • @cyetainThe human capitalexplanation of theinequality... people who dobetter are more ableindividuals;Social capital explains howpeople do better becausethey are somehow betterconnected...-Ronald S. Burt
    • @cyetainSocial capital can bemeasured by the amount oftrust and “reciprocity” in acommunity or betweenindividuals-Robert Putnam
    • @cyetainSocial Capital is the stock of activeconnection among people; the trust,mutual understanding, and sharedvalues and behaviors that bind themembers of human networks andcommunities and make cooperativeaction possible-Don Cohen, Laurence Prusak
    • @cyetainNature ofKnowledge Work
    • @cyetainLet’s Look atSome Pictures
    • @cyetainSilentlySay What You SeeOn The Next SlideSay it SILENTLYIn your mind(not out loud)
    • @cyetain
    • @cyetainGot It?
    • @cyetainStand up if you said B to yourself(in your mind)
    • @cyetainStand up if you said 13 to yourself(in your mind)
    • @cyetainKahneman
    • @cyetain
    • @cyetain
    • @cyetain
    • @cyetainNeurosis is the inabilityto tolerate ambiguity.-Sigmund Freud
    • @cyetainGOALCurrentStateUNCERTAINTY? ?ofHowAmbiguous Methods
    • @cyetainCurrentStateGOALGOALGOALGOALUNCERTAINTY??ofWhat? ???Ambiguous Goals
    • @cyetain• Direction can CollapseAmbiguity• Ambiguity Makes it difficultto create a shared vision• Just because you Knowsomething doesn’t mean youcan experience it• Specificity can be dangerous
    • @cyetainThe act of creatingvalue via informationhas a temporal nature.The optimal Methods,Tools and Individualsto create value changeas information movesfrom local todistributed
    • @cyetainThe advantage created by aperson’s location in a structure ofrelationships is known as socialcapital....The advantage is visible whencertain people, or certain groupsof people, do better than equallyable peers.-Ronald S. Burt
    • @cyetainn(n-1)/2n = number of people
    • @cyetainStructural Hole
    • @cyetainThe Performance of OVERLYconnected organizations falls
    • @cyetainPunctuatedEquilibrium
    • @cyetainBroker
    • @cyetainThree benefits of bridgingstructural holes can be expected:Access to alternative opinion andpractice, early access to newopinion and practice, and anability to move ideas betweengroups where there is advantagein doing so.-Ronald Burt
    • @cyetainClosure
    • @cyetainThe value of a relationshipis not defined inside therelationship; it is definedby the social contextaround the relationship.-Ronald Burt
    • @cyetain
    • @cyetain
    • @cyetain
    • @cyetainPeople stronglyconnected are likelyto provide redundantinformation.-Ronald S. Burt
    • @cyetainImpact of SocialCapital
    • @cyetainInformation, skill andknowledge are embedded innetworks and relationships.Individuals, instead of “owning”information, attract, translateand know how to and where toaccess to the information thatemerges in the networks aroundthem.
    • @cyetainunstable externalitiescontinuousdisequilibriumcoevolution
    • @cyetainauthority
    • @cyetainauthorityREPUTATION
    • @cyetainassignment
    • @cyetainassignmentOPPORTUNITY
    • @cyetainCONWAY’S LAW
    • @cyetainChange the patterns ofparticipation, and you change theorganization. At the core of the 21stcentury company is the question ofparticipation. At the heart ofparticipation is the mind and spiritof the knowledge worker...-John Seely Brown
    • @cyetainConway’s Laworganizations which design systems...are constrained to produce designswhich are copies of thecommunication structures of theseorganizations
    • @cyetainBecause the design that occursfirst is almost never the bestpossible, the prevailing systemconcept may need to change.Therefore, flexibility of organizationis important to effective design.-Fred Brooks
    • @cyetainDynamic Teams
    • @cyetainTeaming is a verb. It is a dynamicactivity, not a bounded, staticentity. It is largely determined bythe mindset and practices ofteamwork, not by the design andstructures of effective teams.Teaming is teamwork on the fly.-Amy C. Edmondson
    • @cyetainIt is hardly possible to overrate the value… of placing human beings in contactwith persons dissimilar to themselves, andwith modes of thought and action unlikethose with which they are familiar. …Such communication has always been,and is peculiarly in the present age, oneof the primary sources of progress.-John Stuart Mill
    • @cyetainFast-moving work environments needpeople who know how to team, peoplewho have the skills and the flexibilityto act in moments of potentialcollaboration when and where theyappear. They must have the ability tomove on, ready for the next suchmoments. Teaming still relies on old-fashioned teamwork skills such asrecognizing and clarifyinginterdependence, establishing trust, andfiguring out how to coordinate.-Amy C. Edmondson
    • @cyetainWhat Should WeExpect To See?
    • @cyetainTeaming vsTeams
    • @cyetainEngagement inProblems thruSafe to FailExperiments
    • @cyetainDistributed andDiverseExperimentationDirectly withCustomers
    • @cyetainFocus onReduction ofCycle Time as aMethod forMitigating Risk
    • @cyetainHumans can and willlearn if they areprovided the resourcesand the necessarypsychological safety.~Edgar Schein
    • @cyetainManagers (must) adapt tothe ambiguity of flatterorganizations in whichbureaucratic chains ofcommand were replaced bynetworks of negotiatedinfluence.-Ronald Burt
    • @cyetainLarge Multi Feature ReleasesIncrementalSmaller CycleFewer FeaturesIdeal Single Piece Flowto theCUSTOMER
    • @cyetainMany ConcurrentSafe-to-fail Experiments
    • @cyetainPractical
    • @cyetainFocusResolutionDistance to CoherenceTasksMinimalExperimentIntentStrategyProduct NarrativeHelps to CompleteWhich when released will help achieve ourWhich supports ourWhich helps us realizeDailyDaysDaysRecurrentYearlyMonths
    • @cyetainPeopleUnderstandingInteractions
    • @cyetainModel Interaction
    • @cyetainYour Value Streamis a Linear View ofyour Social Network
    • @cyetainSwarms
    • @cyetainBy making embodiedexperience, skills & knowledge(both tacit and explicit) availableon demand; structures capableof dynamic teaming gainsignificantly higher resiliency
    • @cyetainJust Say No to XenophobiaUtilize Abduction&Scientific Method
    • @cyetainMulti-HypothesisResearch!=
    • @cyetainBRAINSTORM
    • @cyetainTheoriesOpinionsHypothesizesThe Facts and Justthe Facts
    • @cyetainTheoriesOpinionsHypothesizesConstraintsCriteria
    • @cyetainTheoriesOpinionsHypothesizesQuestionFacts
    • @cyetainTheoriesOpinionsHypothesizes Request MoreInformation
    • @cyetainHow Would I Validate myunderstanding of thisproblem?How Would Isolve thisProblem?•Based on your experiences, whatwould you do to solve thisproblem? This is your Hypothesis.•Identify WhatAssumptions Needto Be True if your Hypothesis istrue.•Imagine Experiments that wouldjustify the yourAssumptions
    • @cyetainThis is my Hypothesis,Assumptions andExperimentsChallengeAssumptions &ExperimentsRotate Pairs 2-3 TimesAllow Time for Revision Between Rounds
    • @cyetainThis is my Hypothesis,Assumptions andExperiments
    • @cyetainMultiple Smaller ExperimentsagainstMultiple Abductive Hypothesesinstead ofSingle Large ExperimentagainstSingle Hypotheses
    • @cyetainKnowledge WorkPrinciples
    • @cyetainAutonomous individualsand teams are moreengaged in their work.Therefore they notice andreact to changes in contextwhich enables innovation
    • @cyetainThe distance betweenrelevant informationand those makingdecisions impacts thequality, efficiency andtimeliness of thosedecisions
    • @cyetainDistributed decisionmaking enable faster cycletimes.Faster cycle times enableorganizations to take less“big bet” risks.
    • @cyetainFaster cycle timesresult in higher qualitycustomer interactions.Resulting in higherquality software
    • @cyetainDiverse perspectivesallow organizations to“see around corners”enabling the innovationrequired to solve novelproblems
    • @cyetainDavid AndersonJim BensonDonald ReinertsenDavid SnowdenStaff of TLCBurt, RonaldAdam Yuret
    • @cyetainIf you want trulyto understandsomethingtry to change it-Kurt Lewin