“By itself, SharePoint can neither create nor destroy organizational chaos, but does an excellent job of reflecting the le...
Wicked Problems and SharePoint Rethinking the approach <br />Paul Culmsee<br />Partner - Seven Sigma Business Solutions <b...
About Paul Culmsee<br /><ul><li>Seven Sigma Business Solutions
www.sevensigma.com.au
paul.culmsee@sevensigma.com.au
SharePoint architect, trainer and project manager
Speaker and author
“Best Practices” SharePoint Conference speaker
CleverWorkarounds blog (www.cleverworkarounds.com)
Contributing author to endusersharepoint.com and sharepointmagazine.net
MCSE, CISSP, MCTS (MOSS 2007), MCT</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
Designated Partner of<br />       About Seven Sigma<br /><ul><li>WA owned advisory practice with strong SharePoint compete...
Planning and sense-making
Project management and business analysis
Training
Infrastructure  and application development
Seven Sigma is the only CogNexus Institute “designated partner” in the world
Facilitation, Dialogue Mapping, Issue Mapping, IBIS Training</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com...
Session Agenda<br />The cause and nature of wicked problems<br />The “SharePoint paradox” and paths to SharePoint wickedne...
Project Pain…<br />“They don’t know what they want!”<br />“The requirements are too vague!”<br />“If only they had listene...
Divergence and convergence<br />Uncertainty<br />Problem<br />Solution<br />Time<br />Uncertainty<br />© Seven Sigma Busin...
Chaotic projects<br />Uncertainty<br />Problem<br />Solution<br />Time<br />Uncertainty<br />© Seven Sigma Business Soluti...
Four divergent forces<br />Uncertainty<br />Pace of change<br />Wicked Problems<br />Problem<br />Time<br />Social<br />co...
Wicked Problems<br /><ul><li>The problem is not understood until after formulation of a solution</li></ul>Cognexus Institu...
Wicked Problem Properties<br /><ul><li>The problem is not understood until after formulation of a solution
Wicked problems have no stopping rule
You cannot prove that all solutions have been considered
Solutions differ based on interests, values and ideology of participants</li></ul>© Seven Sigma Business Solutions. www.se...
Wicked Problem Properties<br /><ul><li>A wicked problem can be explained in numerous ways (serving the intentions of who i...
It can be hard to go back – “one shot operation”
Every wicked problem can be considered to be a symptom of another problem
There is no ultimate test of a solution to a wicked problem</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com....
Inappropriate methods..?<br />“It’s a process problem”<br /><ul><li>Process can amplify divergence</li></ul>“Let’s reduce ...
Learning does not stop with a scope statement</li></ul>Authoritative and Competitive approach<br /><ul><li>Win-lose outcome
Where is the commitment?</li></ul>Collaborative Strategies<br /><ul><li>You mean SharePoint?</li></ul>© Seven Sigma Busine...
The SharePoint Paradox<br />To deal with wicked problems we have to collaborate<br />SharePoint is a collaboration tool<br...
© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
Strategic SharePoint pitfalls<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
Strategic SharePoint pitfalls<br />Boiling the ocean<br /><ul><li>“Too much too soon” is a magnet for wickedness
The organisation has to be ready to come too</li></ul>Jumping to to the “how” before the “what”<br /><ul><li>SharePoint sh...
Use the “squirm test”</li></ul>Painting with the same brush<br /><ul><li>Gen Y think everyone wants web 2.0
Engineers think everyone wants wikis
Record managers hate wikis and think *everything* should be classified
Marketing think that people will use it if it sparkles
Some will never break the folder habit</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
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Wicked Problems and SharePoint - Rethinking the Approach

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  • There is no definitive statement of “The Problem.” It is a moving target. “they don’t know what they want”The problem is composed of an evolving set of interlocking issues and constraints. Each attempt at creating a solution changes the understanding of the problem. Therefore, the information needed to understand the problem depends on one’s idea for solving it …In order to describe a wicked problem in sufficient detail, one has to develop an exhaustive inventory for all the conceivable solutions ahead of timeA number of designers participated in an experiment in which the exercise was to design an elevator control system for an office building. All of the participants in the study were experienced and expert integrated-circuit designers, but they had never worked on eleva-tor systems before. Indeed, their only experience with elevator systems came from riding in elevators. Each participant was asked to think out loud while they worked on the problem. The sessions were videotaped and analyzed in great detail. The analysis showed, not surprisingly, that these designers worked simultaneously on understanding the problem and formulating a solution. They exhibited two ways of trying to understand the problem: efforts to understand the requirements for the system (from a one page problem statement they were given at the beginning of the session); and mental simulations (e.g. “Let’s see, I’m on the second floor and the elevator is on the third floor and I push the ’Up’ button. That’s going to create this situation....”).
  • Wicked problems have no stopping rule… because (according to Proposition 1) the process of solving the problem is identical with the process of understanding its nature. You can always try to do better as your understanding grows. This leads to the presumption that additional investment of effort might increase the chances of finding a better solution. You cannot prove that all solutions have been consideredThere are no criteria which enable one to prove that all solutions to a wicked problem have been identified and considered There are so many factors and conditions, all embedded in a dynamic social context, that no two wicked problems are alike. Various stakeholders will have differing views of acceptable solutions.  It is a matter of judgment as to when enough potential solutions have emerged and which should be pursuedSolutions differ based on interests, values and ideology of participantsJudgements on the effectiveness of solutions are likely to differ widely based on the personal interests, value sets, and ideology of the participants. Since there are no unambiguous criteria for deciding if the problem is resolved, getting all stakeholders to agree that a resolution is ‘good enough’ can be a challenge. Sox clearly to me has been a failure in its intent, given the global financial crisis, but many would argue against my assertionSome would say that SOX not working is regulation not working and argue for lessSome would argue for more
  • The existence of a discrepancy representing a wicked problem can be explained in numerous ways. The choice of explanation determines the nature of the problems resolution."You might say that everybody picks an explanation of a discrepancy which fits their intentions best" Every wicked problem can be considered to be a symptom of another problemAs you investigate problem causes, there is a tendency to discover that the current problem is the symptom of a larger problem. The level at which a problem ’settles’ cannot be decided on logical grounds. Rittel implies here that this characteristic makes phase-based problem solving as described in the first characteristic. "Marginal improvement doesn’t guarantee overall improvement. For examine, computerisation of an administrative process may result in reduced cost, But at the same time it becomes more difficult to incur structural changes in the organisation, because technical perfection reinforces organisational patterns and normally increases the cost of change." There is no immediate and no ultimate test of a solution to a wicked problemNo opportunity to learn by trial and error. Any solution, after being implemented, will generate waves of consequences that may yield utterly undesirable repercussions which outweigh the intended advantages. Stolen generation example
  • Buzzword abuse – buzzword by definition has ambiguous meaning. Combine this with social fragmentation, you can see how a wicked problem is in the making...Where is “intranet”. I have had people insist to me that intranet and SharePoint are two different things.For example, “Document Management” is missing – is it content management or collaboration? Where is the cloud?
  • Trying to boil the ocean is a symptom of a low maturity who thinks they can suddenly jump to high maturity overnight. You will spend a lot of money & time and it will probably have a nice homepage but sorry – your still low maturity. The phrase “Boil The Ocean" describes an attempt at something that is way too ambitious, effectively impossibleUnclear strategy is often a symptom of the panacea effect. You know you have issues but the shared understanding and deeper structure of the issue has not been fleshed out. But that doesn’t stop the propensity to throw a tool at itEveryone assumes that their view of the world is right and everyone agrees with it. Note I deliberately stereotyped people in this example but in reality its more than tools that enamour some will not uniformly enamour someone else
  • Trying to boil the ocean is a symptom of a low maturity who thinks they can suddenly jump to high maturity overnight. You will spend a lot of money & time and it will probably have a nice homepage but sorry – your still low maturity. The phrase “Boil The Ocean" describes an attempt at something that is way too ambitious, effectively impossibleUnclear strategy is often a symptom of the panacea effect. You know you have issues but the shared understanding and deeper structure of the issue has not been fleshed out. But that doesn’t stop the propensity to throw a tool at itEveryone assumes that their view of the world is right and everyone agrees with it. Note I deliberately stereotyped people in this example but in reality its more than tools that enamour some will not uniformly enamour someone else
  • 4. This is a real problem, and the inevitable outcome from the “6 pillars” style marketing message that I showed earlier. There are many examples where trying to satisfy both requirements ends up working against the project and ends up with a watered down hybrid.5. Organisational culture : Competing Values Framework: Culture Types: Clan, Adhocracy, Market, Hierarchical Learning styles: Honey and Mumsford advocate, reflector, theorist, pragmatist Marsden DISC, Myers Briggs
  • When you combine those factors, trying to isolate the root cause is often clouded by arguments over turf or debate over what the root cause of a performance problem is.
  • When you combine those factors, trying to isolate the root cause is often clouded by arguments over turf or debate over what the root cause of a performance problem is.
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Issue Mapping frames things as issue-based rather than the conversational basis that we humans most often use, which favors dualistic (either-or) thinking, sloppy arguments, lack of evidence, tangents, implicit assumptions, skipped steps, bias, and over-simplification. Issue Mapping admits all viewpoints and offers a way of engaging and understanding an issue in a whole sense.  The map holds competing views and contending actions in place visually, so that the brain can absorb the bigger picture and appreciate the validity and value of a larger perspective.  Issue Mapping helps groups avoid jumping to easy answers or superficial conclusions, and promotes deeper reasoning, rigor, and even wisdomIssue Mapping can be used effectively for everyday business and personal decisions, but its potential is vast.  Through the skillful use of questions an issue map has unlimited capacity to represent and clarify diverse points of view, conflicting interpretations and goals, inconsistent information, and other forms of complexity. Issue Mapping can even be applied to wicked problems ... if the politics of the situation allows for transparency, clarity, and rigor!
  • Yes it is better than before, but does this medium allow you to examine the deep structure of an issue and facilitate shared understanding.Rhetorical question: have you ever used a SharePoint meeting workspace to run a meeting on SharePoint planning or governance?It is a great “Shared Space”Single platform to bring information togetherPhilosophy of “use whichever medium suits your needs”Document LibraryWikiBlogListsWorklowWCMHowever it was never designed to specifically tackle “social complexity”
  • Wicked problems often have dozens of interrelated issues involved, but human short term memory is very limited, so unless one is extremely familiar with the all of the information related to all of the issues, the unaided exploration of these issues is confusing and error-prone. The power of IBIS as a notation is that it organizes all of the issues, positions, information, and assumptions so that all participants have the issue map as a point of reference
  • Issue Mapping is the process of crafting an issue map, a way of making critical thinking visible.  An issue map is a graphical network that integrates many problems, solutions, and points of view and shows the deep structure of an issue.Issue maps can be sketched on paper, but larger issue maps are typically crafted using a software tool such as Compendium.
  • Issue Mapping does not replace SharePoint – it complements SharePoint extremely well. Once you understand your problem and move into solving it, SharePoint has the potential to come into its own.
  • Transcript of "Wicked Problems and SharePoint - Rethinking the Approach"

    1. 1. “By itself, SharePoint can neither create nor destroy organizational chaos, but does an excellent job of reflecting the level of organizational chaos that existed at the time of deployment”<br />Immutable law of SharePoint #5 by Jason Guthridge<br />“A problem well stated is a problem half solved”<br />Charles Kettering (1876-1958)<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    2. 2. Wicked Problems and SharePoint Rethinking the approach <br />Paul Culmsee<br />Partner - Seven Sigma Business Solutions <br />paul.culmsee@sevensigma.com.au<br />
    3. 3. About Paul Culmsee<br /><ul><li>Seven Sigma Business Solutions
    4. 4. www.sevensigma.com.au
    5. 5. paul.culmsee@sevensigma.com.au
    6. 6. SharePoint architect, trainer and project manager
    7. 7. Speaker and author
    8. 8. “Best Practices” SharePoint Conference speaker
    9. 9. CleverWorkarounds blog (www.cleverworkarounds.com)
    10. 10. Contributing author to endusersharepoint.com and sharepointmagazine.net
    11. 11. MCSE, CISSP, MCTS (MOSS 2007), MCT</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    12. 12. Designated Partner of<br /> About Seven Sigma<br /><ul><li>WA owned advisory practice with strong SharePoint competencies
    13. 13. Planning and sense-making
    14. 14. Project management and business analysis
    15. 15. Training
    16. 16. Infrastructure and application development
    17. 17. Seven Sigma is the only CogNexus Institute “designated partner” in the world
    18. 18. Facilitation, Dialogue Mapping, Issue Mapping, IBIS Training</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    19. 19. Session Agenda<br />The cause and nature of wicked problems<br />The “SharePoint paradox” and paths to SharePoint wickedness<br />The power of Issue Mapping and IBIS based collaboration<br />How to leverage the best of SharePoint and Issue Mapping<br />(Sorry geeks, this is non technical!)<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    20. 20. Project Pain…<br />“They don’t know what they want!”<br />“The requirements are too vague!”<br />“If only they had listened to me”<br />“Not another %$%$% meeting!”<br />“I was never consulted”<br />“This is ridiculous – it won’t work”<br />“How am I supposed to estimate that?“<br />“It was in the minutes – did you read it?”<br />“Well if everyone actually followed the process…”<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    21. 21. Divergence and convergence<br />Uncertainty<br />Problem<br />Solution<br />Time<br />Uncertainty<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    22. 22. Chaotic projects<br />Uncertainty<br />Problem<br />Solution<br />Time<br />Uncertainty<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    23. 23. Four divergent forces<br />Uncertainty<br />Pace of change<br />Wicked Problems<br />Problem<br />Time<br />Social<br />complexity<br />Technical <br />complexity<br />Uncertainty<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    24. 24. Wicked Problems<br /><ul><li>The problem is not understood until after formulation of a solution</li></ul>Cognexus Institute www.cognexus.org<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    25. 25. Wicked Problem Properties<br /><ul><li>The problem is not understood until after formulation of a solution
    26. 26. Wicked problems have no stopping rule
    27. 27. You cannot prove that all solutions have been considered
    28. 28. Solutions differ based on interests, values and ideology of participants</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    29. 29. Wicked Problem Properties<br /><ul><li>A wicked problem can be explained in numerous ways (serving the intentions of who is explaining it)
    30. 30. It can be hard to go back – “one shot operation”
    31. 31. Every wicked problem can be considered to be a symptom of another problem
    32. 32. There is no ultimate test of a solution to a wicked problem</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    33. 33. Inappropriate methods..?<br />“It’s a process problem”<br /><ul><li>Process can amplify divergence</li></ul>“Let’s reduce the scope”<br /><ul><li>Goalposts have moved in the meantime.
    34. 34. Learning does not stop with a scope statement</li></ul>Authoritative and Competitive approach<br /><ul><li>Win-lose outcome
    35. 35. Where is the commitment?</li></ul>Collaborative Strategies<br /><ul><li>You mean SharePoint?</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    36. 36. The SharePoint Paradox<br />To deal with wicked problems we have to collaborate<br />SharePoint is a collaboration tool<br />We use a collaborative tool to improve our collaboration<br />Therefore, why do many SharePoint projects have wicked elements to them?<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    37. 37. © Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    38. 38. Strategic SharePoint pitfalls<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    39. 39. Strategic SharePoint pitfalls<br />Boiling the ocean<br /><ul><li>“Too much too soon” is a magnet for wickedness
    40. 40. The organisation has to be ready to come too</li></ul>Jumping to to the “how” before the “what”<br /><ul><li>SharePoint should not be a “tool looking for a problem”
    41. 41. Use the “squirm test”</li></ul>Painting with the same brush<br /><ul><li>Gen Y think everyone wants web 2.0
    42. 42. Engineers think everyone wants wikis
    43. 43. Record managers hate wikis and think *everything* should be classified
    44. 44. Marketing think that people will use it if it sparkles
    45. 45. Some will never break the folder habit</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    46. 46. Strategic SharePoint Pitfalls<br />Ignoring inherent conflicts within application requirements<br /><ul><li>Records Management ‘vs’ Collaborative Document Management
    47. 47. “Intranet site must look like the internet site”</li></ul>Not accounting for “soft” factors<br /><ul><li>Organisational culture
    48. 48. Individual learning styles and behavioural styles
    49. 49. Vertical Market/Sector </li></ul>www.sharepointjoel.com<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    50. 50. Signs of SharePoint wickedness...<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    51. 51. Signs of SharePoint wickedness...<br /><ul><li>“Budget? There was a budget?”
    52. 52. Users complain that G drive was better
    53. 53. SharePoint is no longer mentioned by name
    54. 54. “Governance” is mentioned in every second sentence
    55. 55. Arguments over accountabilities and ownership
    56. 56. Excessive rework of custom development
    57. 57. A service pack installation is a “War and Peace” effort</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    58. 58. One “best practice” to rule them all<br />Ensure a shared understanding of the problem among all participants<br />“The ‘Holy Grail’ of effective collaboration is creating shared understanding, which is a precursor to shared commitment” – Jeff Conklin<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    59. 59. IBIS and Issue Mapping<br />Issue Based Information System<br />Complex group discussion broken into basic artefacts<br />questions, ideas, pros, cons<br />Issue Mapping is crafting an IBIS based map of discussion<br />It makes critical thinking visible.  <br />Shows the deep structure of an issue<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    60. 60. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    61. 61. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    62. 62. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    63. 63. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    64. 64. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    65. 65. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    66. 66. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    67. 67. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    68. 68. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    69. 69. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    70. 70. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    71. 71. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    72. 72. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    73. 73. Issue Mapping<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    74. 74. Issue Mapping in action<br />We are demonstrating the power of issue mapping over conventional techniques to manage the complex dialogue required to manage problems with wicked elements.<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    75. 75. Will this solve a wicked problem?<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    76. 76. Benefits of Issue Mapping<br />Simple, intuitive, adds clarity to discussion<br /><ul><li>Limited short term memory means exploration of a complex problem unaided is confusing and error prone
    77. 77. All participants have an organised point of reference
    78. 78. We have captured decision rationale and organisational memory!</li></ul>Democratic - Acknowledges all contributions<br /><ul><li>Disarms “truth by repetition”
    79. 79. Disarms “grenade lobbing” (topic shift)</li></ul>Takes the interpersonal “sting” out of supporting or objecting to an idea<br />Faster - allows a group to develop shared understanding with much less pain<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    80. 80. Issue Mapping with other best practices<br />Maintain your other standards or frameworks<br /><ul><li>IM emphasis at the problem/requirements definition phase
    81. 81. Easy for participants – no new “dance moves” to learn
    82. 82. Complimentary to any methodology or practice (PMBOK, Scrum)</li></ul>Uncertainty<br />Problem<br />Solution<br />Time<br />Uncertainty<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    83. 83. The Craft of Issue Mapping<br />Issue maps can be sketched on paper, but usually crafted using software<br /><ul><li>Compendium (free)
    84. 84. bCisive (commercial)</li></ul>Issue Mapping is a craft based skill – you need some training and practice!<br />Don’t fall for the panacea effect! <br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    85. 85. Leverage IM and SharePoint<br />Use Issue Mapping to understand the problem<br />Fast-track attaining group understanding<br />Capture decision rationale for the future<br />Use SharePoint to manage and track the solution<br />Documents and reports still need writing<br />Data needs to be managed, maintained and distributed<br />Issue maps need to be stored, classified and indexed!<br />Holy Grail - Present issue maps within SharePoint sites<br />SharePoint project sites containing the latest *thinking* via an integrated issue map<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    86. 86. © Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    87. 87. Summing Up<br /><ul><li>Wicked factors are very common in IT projects
    88. 88. SharePoint is especially vulnerable
    89. 89. Achieving shared understanding among participants is *paramount*
    90. 90. Later best practices can be undone by failure to achieve this goal
    91. 91. IBIS and Issue Mapping are a key complimentary tool
    92. 92. Designed *specifically* to tackle social complexity and wicked problems
    93. 93. When used to their strengths, Issue Mapping and SharePoint can be a very potent combination</li></ul>© Seven Sigma Business Solutions. www.sevensigma.com.au<br />
    94. 94. More Information<br />CleverWorkarounds Blog (www.cleverworkarounds.com)<br />SharePoint Project Management<br />SharePoint Strategy<br />SharePoint Governance<br />“The one best practice to rule them all” - 5 part series<br />“Why do SharePoint projects fail” - 6 part series<br />“Learn to speak to your CFO” – 4 part series<br />Seven Sigma Business Solutions (www.sevensigma.com.au)<br />paul.culmsee@sevensigma.com.au (+61410 533 585) twitter: paulculmsee<br />Issue Mapping and SharePoint specialists, IBIS training and facilitation<br />Free Debategraph web part for SharePoint Governance<br />© Seven Sigma Business Solutions. www.sevensigma.com.au<br />

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