In Defense of Ambiguity
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

In Defense of Ambiguity

  • 3,260 views
Uploaded on

he Kanban Method lists Core Property #4 as “Make Process Policies Explicit” ...

he Kanban Method lists Core Property #4 as “Make Process Policies Explicit”

How does explicit policy help us to evolve our processes? What should we be explicit about? How can we tell the difference between good rules and policy and micromanagement?

This presentation explores the subtleties between clarity & detail, ambiguity & vagueness. The goal will be to allow managers to have more sophisticated discussions about their intents while allowing teams maximal input on implementation and process.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
3,260
On Slideshare
3,130
From Embeds
130
Number of Embeds
8

Actions

Shares
Downloads
65
Comments
1
Likes
14

Embeds 130

http://tlclabs.co 108
http://labs.semanticfoundry.com 7
http://www.caucapino4u.com 4
http://localhost 4
https://twitter.com 3
http://7971561969950620294_53bff2a1705b38e92c805355b2367b95f12655f0.blogspot.com 2
http://tlclabs.semanticfoundry.com 1
http://www.linkedin.com 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. principles and practices of FAILING WELL Vanity Validation a Paradox of Passionate Commitmentblog: jabe.co
  • 2. In Defense of Ambiguity@cyetain
  • 3. Joshua (Jabe) Bloom CTO : The Library Corporation & TLC Labs #lkce12 blog http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom@cyetain
  • 4. To envision the the types technology TLC may reasonably be expected produce in 5-10 years and to prepare the staff of TLC to envision, create, produce, and support that software.@cyetain
  • 5. Neurosis is the inability to tolerate ambiguity. -Sigmund Freud@cyetain
  • 6. Psychological or spiritual development always requires a greater capacity for anxiety and ambiguity. -Carl Jung@cyetain
  • 7. What Do You Mean By Ambiguity Disambiguating Ambiguity@cyetain
  • 8. there is a sort of meaning (of ambiguity), the sort that people are thinking of when they say ‘this poet will mean more to you when you have had more experiences of life’... -William Empson@cyetain
  • 9. Clarity of Ambiguity@cyetain
  • 10. Ignorance Preserving Statements@cyetain
  • 11. Minimalist, clear, informed, ignorance preserving statements, allowing multiple concurrent plausible explanations or solutions.@cyetain
  • 12. “Management literature is virtually unanimous about the value of goal setting, although implementations of it are often quite terrible. Goals are necessary for expressing directives.” -Jurgen Appelo@cyetain
  • 13. If any one idea about leadership has inspired organizations for thousands of years, its the capacity to hold a shared picture of the future we seek to create -Peter Senge@cyetain
  • 14. “When you seek it, you cannot find it” -Zen Proverb@cyetain
  • 15. “Most systems thinking approaches focus on defining an ideal future state, then seek to close the gap.” -David Snowden@cyetain
  • 16. Although our intellect always longs for clarity and certainty, our nature often finds uncertainty fascinating. -Karl Von Clausewitz@cyetain
  • 17. The most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them. -Deming@cyetain
  • 18. Is It Possible to Design Systems That Tolerate Uncertainty? Can We Use Ambiguity Tolerance as an Advantage?@cyetain
  • 19. cognitive edge
  • 20. Ambiguous Methods Current ? UNCERTAINTY ? GOAL State of How@cyetain
  • 21. Ambiguous Goals GOAL GOAL ? Current ? ? ? State ? ? GOAL GOAL UNCERTAINTY of What@cyetain
  • 22. Visual Ambiguity@cyetain
  • 23. EXERCISE REMOVED please contact me if you would like a copy of the exercise@cyetain
  • 24. •Direction can Collapse Ambiguity •Ambiguity Makes it difficult to create a shared vision •Just because you Know something doesn’t mean you can experience it •Specificity can be dangerous@cyetain
  • 25. Zeckhausers Problem@cyetain
  • 26. EXERCISE REMOVED if you would like a copy of the exercise please contact me: jabe@cyetain.com@cyetain
  • 27. Risk Aversion vs Ambiguity Aversion@cyetain
  • 28. An Abstract Narrative The Story of Many Projects@cyetain
  • 29. Attention Time@cyetain
  • 30. @cyetain Attention Time Ideal Future State
  • 31. @cyetain Attention Zone Of Planning Time Ideal Future State
  • 32. Authoritative Leaders are “the ones who are supposed to know.”Finalized Goal is positioned as the final answer to the most important question: “how do we succeed”?Rigid Parameters defined by the plan to close the gap are the lines separating success and failure ~Thomas Wendt http://www.slideshare.net/ThomasMWendt/context-in-mobile-ux-strategy-the-importance-of-being-fickle @cyetain
  • 33. Complex Complicated Simplified Chaotic Simple@cyetain
  • 34. Interval of Expectation Attention Ideal Future State Zone Of Planning Official Start of Project Time@cyetain
  • 35. Interval of Expectation Attention Ideal Future State Zone Of Planning Official Start of Project ~15% of Project Left Time@cyetain
  • 36. Interval of Expectation Attention Ideal Future State Zone Of SURPRISE! Zone Of Planning Official Start of Project ~15% of Project Left Time@cyetain
  • 37. Interval of Expectation Management Interaction Gap Attention Ideal Future State Zone Of SURPRISE! Zone Of Planning Official Start of Project ~15% of Project Left Time@cyetain
  • 38. Complex Complicated Simplified Chaotic Simple@cyetain
  • 39. Collapse Imposition@cyetain
  • 40. The Manager’s Challenge@cyetain
  • 41. What is the Cost of Consensus?@cyetain
  • 42. Volition the Basis for Action@cyetain
  • 43. @cyetain
  • 44. @cyetain
  • 45. @cyetain
  • 46. @cyetain
  • 47. Complex Complicated Chaotic Simple@cyetain
  • 48. It is VERY Hard to Create Shared Communal Knowledge About Novel Behavior and Information@cyetain
  • 49. It is VERY Easy to Cause a Collapse of Novel Behavior@cyetain
  • 50. Negative Capability, that is, when a man is capable of being in uncertainties, mysteries, doubts, without any irritable reaching after fact and reason -John Keats@cyetain
  • 51. What We Are Trying at TLC Labs Things you might try at home@cyetain
  • 52. when we stand in the zendo we have some rules. But the purpose of these rules is not to make everyone the same, but to allow each to express his own self most freely -Shunryu Suzuki@cyetain
  • 53. Re-Invest Efficiency Gains in Exploration & Innovation@cyetain
  • 54. Short Cycle Times are a Capability@cyetain
  • 55. Iterative Learning vs Incremental Development@cyetain
  • 56. Flow Towards Customer Start Here@cyetain
  • 57. Flow Towards Customer Variability Lowers As We Move Towards Delivery Kill Queues & Minimize Cycle Time This Way Start Here@cyetain
  • 58. It isn’t Unfair or Anti-Humanist to treat Machines like Machines (look for opportunities to automate)@cyetain
  • 59. Distributed Thinking vs Diverse Thinking@cyetain
  • 60. Complex Complicated Constrained Goal Driven Self - Direction Self - Organization Authoritative Directed Chaotic Simple@cyetain
  • 61. Complex Complicated Constrained Goal Driven Self - Direction Self - Organization Leader: Leader: Why Why & What Team Members: Experts: What & How How Leader: Leader: What & NOW What & How Authoritative Directed Chaotic Simple@cyetain
  • 62. People who operate under their own autonomy are more likely to care about their work, notice and react to changes in context and be innovative@cyetain
  • 63. When innovation is required to solve novel problems, diverse perspectives allow the organization to “see around corners”@cyetain
  • 64. The shorter the distance between relevant information and people making decisions, the better likelihood there is that good decisions will be made@cyetain
  • 65. Faster cycle times are driven by distributed decision making. Faster cycle times mean less “big bet” risks. Combined with customer interaction, faster cycle times result in higher quality software and higher customer satisfaction@cyetain
  • 66. Utilize Abduction & Scientific Method Just Say No to Xenophobia@cyetain
  • 67. != Multi-Hypothesis Research@cyetain
  • 68. BRAINSTORM@cyetain
  • 69. Theories Opinions Hypothesizes The Facts and Just the Facts@cyetain
  • 70. Theories Opinions Hypothesizes Constraints Criteria@cyetain
  • 71. Theories Opinions Hypothesizes Question Facts@cyetain
  • 72. Theories Opinions Hypothesizes Request More Information@cyetain
  • 73. •Based on your experiences, what would you do to solve this problem? This is your Hypothesis. •Identify What Needs to Be True if your Hypothesis is true. •Assert, Presume, Assume Truth •Imagine Experiments that would justify the Assumptions How Would I Validate myHow Would I understanding of this solve this problem? Problem?@cyetain
  • 74. I Assert that this I know this Interesting Ideas Potential Information Pretty Pretty Sure Sure theory theory is right is wrong 0% 50% 100% Probability of Failure I Presume Somebody knows this Interesting Ideas Potential Information Pretty Pretty Sure Sure theory theory I am going to Assume is right is wrong 0% 50% 100% this is true for my Probability of Failure Hypothesis to be true Interesting Ideas Potential Information Pretty Pretty Sure Sure theory theory is right is wrong 0% 50% 100% Probability of Failure@cyetain
  • 75. Rotate Pairs 2-3 Times Allow Time for Revision Between Rounds This is my Hypothesis, Challenge Assumptions and Assumptions & Experiments Experiments@cyetain
  • 76. This is my Hypothesis, Assumptions and Experiments@cyetain
  • 77. Multiple Smaller Experiments against Multiple Abductive Hypotheses instead of Single Large Experiment against Single Hypotheses@cyetain
  • 78. Using Kanban To Enable Ambiguity & Innovation@cyetain
  • 79. Rules Are Waste@cyetain
  • 80. Know Where You Are Dispositionality@cyetain
  • 81. Visual Ambiguity@cyetain
  • 82. Optionality@cyetain
  • 83. Focus on Customer@cyetain
  • 84. Influences & Sources of More Information@cyetain
  • 85. if we are honestabout how ourknowing revealsour unknowing…we encourageothers to knowin diverse ways -jabe bloom
  • 86. Joshua (Jabe) Bloom CTO : The Library Corporation & TLC Labs blog http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom@cyetain