Wetware CraftsmanshipBrian Bozzuto & Devin Hedge             © 2012 BigVisible Solutions, Inc. All Rights Reserved
What Does the Brain Have to do with Agile?                                            BigVisible    ►  Align our    behavi...
3 Topics for Today                                                                 BigVisible    ► Limits   of the conscio...
First, a Disclaimer                                                             BigVisible    ► Beware     “Brain Porn”   ...
The Brain as a Computer                                                            BigVisibleClick to edit Master title st...
A Simple Map of the Brain                                                          BigVisibleClick to edit Master title st...
The Limits of Our Mind                                                             BigVisibleClick to edit Master title st...
Who Wants a Cookie?                                                                BigVisibleClick to edit Master title st...
The Elephant & the Rider                                                           BigVisibleClick to edit Master title st...
Two Systems in Your Mind                                                          BigVisible                   The Rider (...
Challenges of the Elephant                                                        BigVisible     ► Framing     ► Anchoring...
BigVisible     How to Manage an Elephant     Clear the Path                                 Strengthen the RiderClick to e...
Strengthen the Rider                                                                 BigVisible     ► Prioritize the use o...
An Example                                                                                BigVisible     ►    Without writ...
Let’s Try a Harder Example with Stickies                                           BigVisible              Object A       ...
Chunking Demonstrated                                                             BigVisible     ► Tryto memorize as many ...
The Real Power of Information Radiators                                           BigVisibleClick to edit Master title sty...
Clear the Path                                                                                  BigVisible     ► Work    o...
What Does this All Mean for Coaches?                                                    BigVisible     ►    Changing behav...
BigVisible     Let’s Try Something…Click to edit Master title style                              © 2012 BigVisible Solutio...
Time for a Coaching Exercise                                                            BigVisible     Instructions       ...
Debrief                                                                                 BigVisible     People Being Coache...
Need for Social Acceptance                                                        BigVisibleClick to edit Master title sty...
What Happened?                                                                                 BigVisible                 ...
So… On to Coaching                                                                BigVisibleClick to edit Master title sty...
Fight or Flight                                                                   BigVisibleClick to edit Master title sty...
Suggesting May Still Work                                                                  BigVisible     ►    There are f...
Fight or Flight in the Office                                                              BigVisible     Fight     ►    “...
Techniques to Create Safety                                                                                  BigVisible   ...
A Full Coaching Conversation                                                                 BigVisible        SETTING THE...
One Technique – Powerful Questions                                                             BigVisible     ►    Charact...
BigVisible     Let’s Try It Again…Click to edit Master title style                              © 2012 BigVisible Solution...
Another Exercise                                                                  BigVisible     ► Pair   up again     ► P...
Debrief                                                                                 BigVisible     People Being Coache...
BigVisible     ►    It must be considered that there          is nothing more difficult to carry          out, nor more do...
Remember the Brain is Lazy…                                                               BigVisible     ►    Uncertainty ...
Wetware     We May See Patterns That Don’t Even Exist                                            Craftsmanship     Click t...
Wetware     Or Interpret Them Based on Context                                                                     Craftsm...
We Will Always Have an Explanation                                                BigVisible                              ...
Wetware     Some Cognitive Biases                                                                  Craftsmanship     Click...
How Can These Biases Impact Projects?                                             BigVisibleClick to edit Master title sty...
Give Ranges You’re 90% Confident In                                                          BigVisible     Question      ...
Results from Other Estimators                                                      BigVisible                             ...
Imagine the Horse Tracks                                                                BigVisible     ►    Book keepers a...
Wetware     We’ve All Seen This                                                                  Craftsmanship     Click t...
Impact of Loss Aversion                                                                BigVisible                         ...
Some Techniques                                                                    BigVisible                     Create C...
Conclusion                                                                              BigVisible     ►    Our brain is h...
“That’s Okay, It’s Just My Brain!”                                                 BigVisible     ►  Awareness   of how ou...
Thank You!                                                                        BigVisible     Brian Bozzuto            ...
Further Reading                                                                            BigVisible     ►    Aamodt, San...
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Wetware craftsmanship

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Wetware craftsmanship

  1. 1. Wetware CraftsmanshipBrian Bozzuto & Devin Hedge © 2012 BigVisible Solutions, Inc. All Rights Reserved
  2. 2. What Does the Brain Have to do with Agile? BigVisible ►  Align our behavior with the natural way our mind operations ►  Understand and appreciate the strengths & limits of the mind ►  Understand brain behaviors that inhibit our own agility & ability to changeClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved2
  3. 3. 3 Topics for Today BigVisible ► Limits of the conscious mind ► Threats to ego ► Desire for CertaintyClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved3
  4. 4. First, a Disclaimer BigVisible ► Beware “Brain Porn” ► Superfluous Technical Details Can Distract from Content ► Our Goal is to Build Better Mental Models of how the MindClick WorksMaster title style to edit © 2012 BigVisible Solutions, Inc.. All Rights Reserved4
  5. 5. The Brain as a Computer BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved5
  6. 6. A Simple Map of the Brain BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved6
  7. 7. The Limits of Our Mind BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved7
  8. 8. Who Wants a Cookie? BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved8
  9. 9. The Elephant & the Rider BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved9
  10. 10. Two Systems in Your Mind BigVisible The Rider (System 2) Slow, serial, controlled, effortful, rule governed, flexible The Elephant (System 1) Fast, parallel, automatic, effortless, associated, slow-learningClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved10
  11. 11. Challenges of the Elephant BigVisible ► Framing ► Anchoring ► Accessible informationClick to edit Master title style BUT!!! It is fast and efficient © 2012 BigVisible Solutions, Inc.. All Rights Reserved11
  12. 12. BigVisible How to Manage an Elephant Clear the Path Strengthen the RiderClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved12
  13. 13. Strengthen the Rider BigVisible ► Prioritize the use of your mind when your energy is highest ► BuildAwareness of Your Thoughts Stand up in the morning! ► Leverage as many parts of your mind asClick possible to edit Master title style Coaching Can Help Build Your Mental Capacity © 2012 BigVisible Solutions, Inc.. All Rights Reserved13
  14. 14. An Example BigVisible ►  Without writing down, please sort these objects by their value Object A Object C 1+3 3 / 2 = 1.5 Object B Object A 2x3 1+3=4 Object C Object D 3/2Click to edit Master title style 8–3=5 Object D Object B 8-3 2x3=6 © 2012 BigVisible Solutions, Inc.. All Rights Reserved14
  15. 15. Let’s Try a Harder Example with Stickies BigVisible Object A Object D 2+6 4–3=1 Object B Object E 3x4 6/3=2 Object C Object C 5/2 5 / 2 = 4.5 Object D Object F 4-3 3+4=7Click to edit Master title style Object E Object A 6/3 2+6=8 Object F Object B 3+4 3 x 4 = 12 © 2012 BigVisible Solutions, Inc.. All Rights Reserved15
  16. 16. Chunking Demonstrated BigVisible ► Tryto memorize as many of these numbers as you can… 310412873634 ► Let’s try one more time… 97 14 23Click to edit Master title style 75 30 12 © 2012 BigVisible Solutions, Inc.. All Rights Reserved16
  17. 17. The Real Power of Information Radiators BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved17
  18. 18. Clear the Path BigVisible ► Work on One Item at a Time ► Deliberate Practice to build more Subconscious Capability ► BuildConcrete Processes to You CAN’T Multitask FollowClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved18
  19. 19. What Does this All Mean for Coaches? BigVisible ►  Changing behaviors takes energy, and brains get tired ►  Failure to change doesn’t mean people don’t want to ►  Coaches can offer support and clear the path to increase the likelihood people will be able to follow throughClick to edit Master title style You need to make the elephant want to go where you want to go © 2012 BigVisible Solutions, Inc.. All Rights Reserved19
  20. 20. BigVisible Let’s Try Something…Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved20
  21. 21. Time for a Coaching Exercise BigVisible Instructions Instructions for Coaches ►  Split into pairs ►  Listen to the coachee, but your goal is to offer them solutions. ►  One of you will be the coach, the other the coachee ►  Your job is to be as useful as you can by offering as much ►  Coachee, you’re going to share advice as you can your problem with the coach and they are going to help you. ►  Remember, you’re the Jedi master! Coachees, close your eyes, we ► Click have specific instructions for to edit Master title style coaches… © 2012 BigVisible Solutions, Inc.. All Rights Reserved21
  22. 22. Debrief BigVisible People Being Coaches Coaches ►  What was that experience like? ►  What was that experience like? ►  How did it feel? ►  How did it feel? ►  Did you get useful information? ►  We they open to your infinite wisdom?Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved22
  23. 23. Need for Social Acceptance BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved23
  24. 24. What Happened? BigVisible Social Pain ►  We perceive social threats & physical threats with the same part of our minds ►  Threats to ego may engender the same fight or flight reactions that physical danger would Physical Pain The brain is lazy. Our default state is to start offering suggestionsClick to edit Master title style rather than listen and cooperatively problem David Rock, “Managing with the Brain in Mind”, Oxford solve Leadership Journal. Dec 2009 Vol 1 Issue 1 © 2012 BigVisible Solutions, Inc.. All Rights Reserved24
  25. 25. So… On to Coaching BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved25
  26. 26. Fight or Flight BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved26
  27. 27. Suggesting May Still Work BigVisible ►  There are factors that can help you overcome these hindrances à  Authority & expertise à  Prior relationships (trust) à  Ability to match genuine emotions (face to face conversation)Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved27
  28. 28. Fight or Flight in the Office BigVisible Fight ►  “I don’t have any real problems” ►  “You don’t understand my situation” ►  “Your ideas are wrong” Flight ►  “I can’t do anything about this” “It’s because of these other ► Click people” Master title style to edit ►  “I’ll just muddle through” The response to threats is generally a narrowing of options, the precise opposite of what we are trying to achieve as coaches © 2012 BigVisible Solutions, Inc.. All Rights Reserved28
  29. 29. Techniques to Create Safety BigVisible ►  Identify if safety is lost ►  Apologize if necessary ►  Contract ►  Create mutual purpose (CRIB) à  Commit to seek mutual purpose à  Recognize the purpose behind the strategy à  Invent mutual purpose à  Brainstorm new strategies (Patterson, Kerry; Switzler, Al; McMillan, Ron; Grenny, JosephClick to edit Master title style (2011-08-19). Crucial Conversations Tools for Talking When Stakes Are High, Second Edition © 2012 BigVisible Solutions, Inc.. All Rights Reserved29
  30. 30. A Full Coaching Conversation BigVisible SETTING THE FOUNDATION CO-CREATING THE COMMUNICATING RELATIONSHIP EFFECTIVELY Don’t StartClick to Here edit Master title style FACILITATING LEARNING AND RESULTS © 2012 BigVisible Solutions, Inc.. All Rights Reserved30
  31. 31. One Technique – Powerful Questions BigVisible ►  Characteristics ►  Frame for Powerful Questions à  Generate curiosity in the listener à  Focused on the Outcome (not à  Stimulates reflective the problem) conversation à  Not so broad as to be unable to à  Is thought-provoking take action à  Surfaces underlying à  Surface underlying assumptions assumptions ►  Type of Questions (most à  Invites creativity and new powerful to least) possibilities à  Why à  Generates energy and forward movement à  How à  Channels attention and focuses à  WhatClick to edit Master title style inquiry à  Who à  Stays with participants à  Which à  Touches a deep meaning à  Is it… à  Evokes more questions © 2012 BigVisible Solutions, Inc.. All Rights Reserved31
  32. 32. BigVisible Let’s Try It Again…Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved32
  33. 33. Another Exercise BigVisible ► Pair up again ► People being coached, share your problem ► Coaches, listen and only use powerful questions (no recommendations at all)Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved33
  34. 34. Debrief BigVisible People Being Coaches Coaches ►  What was that experience like? ►  What was that experience like? ►  How did it feel? ►  How did it feel? ►  Did you get useful information? ►  Do you feel like you helped them?Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved34
  35. 35. BigVisible ►  It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new orderClick to edit Master title style à  Niccolo Machiavelli “The Prince” © 2012 BigVisible Solutions, Inc.. All Rights Reserved35
  36. 36. Remember the Brain is Lazy… BigVisible ►  Uncertainty requires more conscious thought ►  The mind seeks to match patterns and make things predictable ►  We delight in certaintyClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved36
  37. 37. Wetware We May See Patterns That Don’t Even Exist Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved37
  38. 38. Wetware Or Interpret Them Based on Context Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ ____ _____ Neglect of Ambiguity and Suppression of Doubt Figure 6Kahneman, Daniel (2011-10-25). Thinking, Fast and Slow (p. 79). Macmillan. Kindle Edition. © 2011 BigVisible Solutions, Inc.. All Rights Reserved38
  39. 39. We Will Always Have an Explanation BigVisible ►  “Markets fell on fears about the upcoming jobs report” ►  “Markets rallied due to a good monthly sales report, which experts attribute to the weather” ►  “The market fell today due to uncertainty about upcoming legislation in Congress” We observe something, then we tellClick to edit Master title style ourselves a story to explain it. Sometimes it happens so fast we can’t distinguish between the two © 2012 BigVisible Solutions, Inc.. All Rights Reserved39
  40. 40. Wetware Some Cognitive Biases Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Confidence from Narrative Coherence Third level “Of course the butler did it! It all makes sense now.” Fourth level ____ _____ Fifth level _____ _____ ____ _____ Confirmatory Bias “Look at the confirming evidence!” Halo Effect “Apple is a great company, I love their products!” © 2011 BigVisible Solutions, Inc.. All Rights Reserved40
  41. 41. How Can These Biases Impact Projects? BigVisibleClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved41
  42. 42. Give Ranges You’re 90% Confident In BigVisible Question Answer Surface Temperature of the Sun 10,000° F / 6,000° C Latitude of Shanghai 31 degrees North Area of the Asian Continent 17,139,000 sq. miles 44,390, sq. kilometers The Year of Alexander the Great’s Birth 356 BC Total Value of US Currency in Circulation (2004) $719.9 billion Total Volume of the Great Lakes 5,500 cubic miles / 23,000 cubic kilometers 6x10^15 gallons / 23x10^16 liters Worldwide box office receipts for the movie Titanic $1.835 billionClick to edit Master titlethe Pacific Total length of the coastline of style 84,300 miles Ocean 135,663 kilometers Number of book title published in the U.S. 22 million since 1776 380,000 pounds Heaviest blue whale ever recorded 170,000 kilograms © 2012 BigVisible Solutions, Inc.. All Rights Reserved McConnell, 200642
  43. 43. Results from Other Estimators BigVisible People usually estimate to about 30% confidenceClick to edit Master title style McConnell, 2006 © 2012 BigVisible Solutions, Inc.. All Rights Reserved43
  44. 44. Imagine the Horse Tracks BigVisible ►  Book keepers asked to pick winners based on their 10 most important pieces of data ►  Then, they were allowed to check 10 more pieces of data and adjust predictions ►  Both set of predictions were equally accurateClick Book keepers were much more ►  to edit Master title style confident in the second set Once we form an idea, it becomes very hard to change it © 2012 BigVisible Solutions, Inc.. All Rights Reserved44
  45. 45. Wetware We’ve All Seen This Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ Hey do you have a high level ____ _____ estimate for the XYZ project? I promise I won’t hold you to it © 2011 BigVisible Solutions, Inc.. All Rights Reserved45
  46. 46. Impact of Loss Aversion BigVisible ►  Which would you prefer? à  100% to win $1,000 à  90% to win $1,200 ►  Would you take the following coin toss? à  Heads – You win $100 à  Tails – You lose $80Click to edit Master title style ►  What if you got 10 coin flips? © 2012 BigVisible Solutions, Inc.. All Rights Reserved46
  47. 47. Some Techniques BigVisible Create Certainty Make those things that can be predictable very predictable Increase Autonomy People are more comfortable with uncertainty if they have some sense of controlClick to edit Master title style Reappraise the Situation Exploit the power of framing © 2012 BigVisible Solutions, Inc.. All Rights Reserved47
  48. 48. Conclusion BigVisible ►  Our brain is highly adapted, for a world which we have changed much faster than we can adaptClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved48
  49. 49. “That’s Okay, It’s Just My Brain!” BigVisible ►  Awareness of how our mind works leads to better effectiveness ►  Attentionto our state of mind, makes us aware of some of the shortcuts our mind makes ►  With proper context,Click coaching can greatly help to edit Master title style us overcome the constraints of our mind © 2012 BigVisible Solutions, Inc.. All Rights Reserved49
  50. 50. Thank You! BigVisible Brian Bozzuto Devin Hedge bbozzuto@bigvisible.com dhedge@bigvisible.comClick to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved50
  51. 51. Further Reading BigVisible ►  Aamodt, Sandra, and Sam Wang. Welcome to Your Brain: Why You Lose Your Car Keys but Never Forget How to Drive and Other Puzzles of Everyday Life. New York: Bloomsbury, 2008. Print. ►  Ariely, Dan. Predictably Irrational: The Hidden Forces That Shape Our Decisions. New York, NY: Harper, 2008. Print. ►  Brown, Sandra. The Switch. New York: Warner, 2000. Print. ►  Kahneman, Daniel. Thinking, Fast and Slow. London: Penguin, 2011. Print. ►  Rock, David, and Linda J. Page. Coaching with the Brain in Mind: Foundations for Practice. Hoboken, NJ: Wiley, 2009. Print. Rock, David. Your Brain at Work: Strategies for Overcoming Distraction, ►  Regaining Focus, and Working Smarter All Day Long. [New York]: HarperClick Business,Master title style to edit 2009. Print. ►  Taleb, Nassim. The Black Swan: The Impact of the Highly Improbable. New York: Random House, 2007. Print. ►  Wilson, Timothy D. Strangers to Ourselves: Discovering the Adaptive Unconscious. Cambridge, MA: Belknap of Harvard UP, 2002. Print. © 2012 BigVisible Solutions, Inc.. All Rights Reserved51
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