ans hip Mas teryCra ftsm Rowing faster is about high performance individual behaviour 10 000 hours
Rowing faster is alsoabout high performanceorganisational behaviour
Low performer High performer Understood or not Pass or fail understood Looking for results, even if Looking for knowledge caused by random luck that produces results Make predictions in order Set passing thresholds to validate current model of realityDerived from The High Velocity Edge by Steven J. Spear
Don’t be willing to acceptignorance about the contract of a component you rely on High p erforman ce min dset
A question for Takeshi Kawabe g” ea n Thinkin ing Wh o? See “L Manufactur a chapte r on Show“ What would you suggest should bedone with a software developmentteam where there is a signiﬁcantdifference in skill levels, lets say up to10x difference?”
rmer” nd worst perfo not “seco“Set the best performers as the standard.Pair people with the masters in a master-apprentice model. Find other suitable jobsfor those without aptitude. Like professionalbaseball players, you need to practice every day to be aprofessional. Software development is a team activityand teams are only as strong as theirweakest link.”
How well does thismodel ﬁt with my experiences?
Rowing together Alignment / CoordinationRowing in the right Direction / Shared vision direction Rowing faster Productivity / Skill
What problems existed atthe defense contractor?• Rowing together? Despite all the “Hoshin goals”, no. It’s like a portion of the boat just stopped rowing because their part was done.• Rowing in the right direction? Probably• Rowing fast enough? No. Typical problem with defense contracts. Way too slow to respond to events.
What problems existed inthe operations support role? • Rowing together? Seemed to be. • Rowing in the right direction? No. Wishful thinking about the effectiveness of middleware and no intention to validate. • Rowing fast enough? No. Did not even have basic knowledge about “rowing” (e.g., using a shared network drive rather than a VCS). Code-and-ﬁx approach.
What problems typically exist onAgile delivery and transformation projects?• Rowing together? Typically have problems with local optimisation for subset teams• Rowing in the right direction? Sometimes unclear on the ground what the direction is. Typically direction is not validated.• Rowing fast enough? Typically not as fast as they could be. Most places do not deliberately focus on developing skills.
Shallow root cau se? su pport? itative Quant Observation bias?I’m just putting this out there e useful... but are also risky Met aphors may b Conveni ent ﬁctio n?