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SATURN 2019
SATURN 2019
1
Design Leadership
Ruth Malan
@ruthmalan
SATURN 2019
DESIGN LEADERSHIP
2
Design Excellence
• Leadership in the market
Design Leadership
• Leadership in the organization
SATURN 2019
DESIGN LEADERSHIP
3
The Design of the Problem
The Design of the Designer
The Design of Design
SATURN 2019 4
Design Excellence is NOT?
To understand what something
is, it helps to identify what it
is not
Exercise (a):
What characterizes bad design?
SATURN 2019 5
Design Excellence IS?
Exercise (b):
What characterizes great design?
SATURN 2019 6
Design Excellence
Excellence is about FIT
• fit to context, and
• fit to purpose
“Always design a thing by
considering it in its next
larger context”
— Eliel Saarinen
SATURN 2019
DESIGN LEADERSHIP
7
System Design Matters
Design Excellence
Systems
• Emergence
• Properties
• Coherence
Decisions
• Constraints
• Tradeoffs
• Context
SATURN 2019 8
What is Design?
“The engineer, and more
generally the designer, is
concerned with how things
ought to be - how they ought
to be in order to attain goals,
and to function.”
— Herbert Simon
SATURN 2019 9
What is a System?
“The defining properties of
any system, are properties
of the whole, which none
of the parts have. If you
take the system apart, it
loses its essential
properties”
— Russell Ackoff
SATURN 2019 10
What is a System?
“A system is an
interconnected set of
elements that is
coherently organized in a
way that achieves
something”
-- Donella Meadows
SATURN 2019 11
What is System Design?
“Architecture represents the
significant design decisions that
shape a system, where
significant is measured by cost
of change.”
— Grady Booch
@grady_booch
SATURN 2019 12
Architecture Decisions
Title: short noun phrase
Context: desired outcomes and the
forces at play (probably in tension)
Decision: describes our response to
these forces
Status: proposed, accepted, deprecated
or superseded
Consequences: describes the resulting
context, after applying the decision
— Michael Nygard, Documenting
Architecture Decisions, Nov 2011
@mtnygard
SATURN 2019 13
Decisions Constrain
‘Limiting or closing off
alternatives is the most common
understanding of the term
“constraint.”’
— Alicia Juarrero
Photo by Will Evans, LeanUX 2015
SATURN 2019 14
Constraints Enable
But if all constraints restricted
a thing's degrees of freedom
in this way, organisms
(whether phylogenetically or
developmentally) would
progressively do less and less.’
— Alicia Juarrero
SATURN 2019 15
Constraints Enable
“constraints not only reduce the
alternatives — they also create
alternatives. Constraints, that is, can
also create properties which a
component exhibits in virtue of its
embeddedness in a system, properties
it would otherwise not have.”
— Alicia Juarrero
“Causality as Contraint”
SATURN 2019 16
Decisions in Context
"The value of every decision we make
depends on the context in which we
make it. In The Lord of the Rings,
Frodo’s journey to destroy the ring is
meaningful inside the context of Middle
Earth. Otherwise, he’s a short, hairy guy
with apocalyptic hallucinations."
– Diana Montalion
SATURN 2019 17
Architecture Decisions
Title: short noun phrase
Context: desired outcomes and the
forces at play (probably in tension)
Decision: describes our response to
these forces
Status: proposed, accepted, deprecated
or superseded
Consequences: describes the resulting
context, after applying the decision
— Michael Nygard, Documenting
Architecture Decisions, Nov 2011
SATURN 2019 18
Decisions Entail Tradeoffs
For me, “engineer” means
knowing that all decisions are
tradeoffs. It means considering
both upsides & downsides of each
technical choice, and doing so
with explicit consideration of the
larger system context.
– Sarah Mei
@sarahmei
SATURN 2019 19
Decisions Entail Tradeoffs
“Microservices: gain scalability
and fault tolerance at the price of
additional complexity in
managing a distributed system”
SATURN 2019 20Mattias Petter Johansson, Quora
Spotify
SATURN 2019 21Mattias Petter Johansson, Quora
Spotify
SATURN 2019 22
Decisions in Context
“Design quality is not a
property of the code. It's a
joint property of the code and
the context in which it exists.”
– Sarah Mei
@sarahmei
SATURN 2019 23
Decisions in Context
To make a decision, we need to have a (good
enough) conception of
• Desired outcome(s)
• Forces and constraints
Arising in context of
• development
• operations
• use
• value network
SATURN 2019 24
Decisions in Context
To make a decision, we need to have a (good
enough) conception of
• Desired outcome(s)
• Forces and constraints
Arising in context of
• development
• operations
• use
• value network
Image by Dave Gray in “Liminal thinking: The pyramid of belief”
SATURN 2019 25
Architecture Decisions
Title: short noun phrase
Context: desired outcomes and the
forces at play (probably in tension)
Decision: describes our response to
these forces
Status: proposed, accepted, deprecated or
superseded
Consequences: describes the resulting
context, after applying the decision
“formulating the problem is the
problem”
– Horst Rittel
SATURN 2019 26
Formulating the Problem
Dancing with Systems
1. Get the beat
Before you disturb the system in any way,
watch how it behaves.
2. Listen to the wisdom of the system
Aid and encourage the forces and
structures that help the system run itself.
– Donella Meadows
Image: donellameadows.org
SATURN 2019 27
Dancing With Systems
The Dance
3. Expose your mental models to the
open air
4. Stay humble. Stay a learner
..
9. Go for the good of the whole
10. Expand time horizons
11. Expand thought horizons
12. Expand the boundary of caring
SATURN 2019 28
Rich Pictures
Sketch to see the system
“sketchprototype” the system in
context
• who’s involved: individuals and
organizations
• what happens: value flows and
transformations
• concerns
SATURN 2019 29
Rich Pictures
No rules!
Show:
• structures (people
organizations,
systems, etc)
• concerns, goals,
frustrations
• flows, interactions,
transformations
SATURN 2019 30
Force Field Analysis
decision or
solution
approach
pros or forces for cons or forces against
Source: Gamestorming.com, by Dave Gray
SATURN 2019 31
Design Exercise
Exercise (20 minutes)
• Rich picture
• Force field analysis
• Situation: help people recover, following a disaster
SATURN 2019
DESIGN LEADERSHIP
32
System Design Matters
Design Excellence
Systems
• Emergence
• Properties
• Coherence
Decisions
• Constraints
• Tradeoffs
• Context
Integrity
• Structural
• Design
• Organizational
Sustainability
• Technical
• Social
• Economic
• Environmental
SATURN 2019
DESIGN LEADERSHIP
33
The fundamental
principles of architecture:
•firmitatis: durability
•utilitatis: utility
•venustatis: beauty
— Vitruvius
SATURN 2019 34
Durability and Failures
How Complex Systems Fail
1. Complex systems are intrinsically hazardous
systems
2. Complex systems are heavily and successfully
defended against failure
The high consequences of failure lead over time to the construction
of multiple layers of defense against failure.
3. Catastrophe requires multiple failures – single
point failures are not enough
The array of defenses works. [..] Overt catastrophic failure occurs
when small, apparently innocuous failures join to create
opportunity for a systemic accident.
— Richard I. Cook
SATURN 2019 35
Forces and Failures
“Successful engineering is all about
understanding how things break or
fail.”
— Henry Petroski
SATURN 2019
36
Resilience and Integrity
How Complex Systems Fail
16. Safety is an emergent property of
systems
17. People continuously create safety
18. Failure free operations require
experience with failure
— Richard I. Cook
SATURN 2019 37
Ambiguity
A high tolerance for
ambiguity
..
Willingness to backtrack, to
seek multiple solutions
— Eberhardt Rechtin
SATURN 2019
DESIGN LEADERSHIP
38
Leadership Matters
Design Excellence
Personal
• experience
• self-awareness
Technical
• do design, make or
influence decisions
Strategic
• Why? Where to?
Organizational
• making others
successful
SATURN 2019
DESIGN LEADERSHIP
39
The Design of the Problem
The Design of the Designer
• The inventive
• The artistic
• The rational
The Design of Design
SATURN 2019
DESIGN LEADERSHIP
The Design of the Designer
The Design of Design
The Design of the Problem
40
SATURN 2019 41
Design with many designers
“Great teams make great
people, not the other way
around”
— Jessica Kerr
@jessitron
SATURN 2019 42
Effectiveness
What characterizes great
designers?
What characterizes
effective leaders?
SATURN 2019 43
Personal Organizational
Technical Strategic
Design Leadership
Know
Do
Be
SATURN 2019 44
Design Leadership
Personal Organizational
Technical Strategic Personal Effectiveness
• Self awareness
• Empathy
• Creativity and imagination
• 4Es (embodied, embedded,
extended, enactive) cognition
• Cognitive amplifiers, fallibilities
and biases
• Perception and meaning
making
SATURN 2019 45
Design Leadership
Personal Organizational
Technical Strategic
Technical Effectiveness
• Techniques in system design: modeling, prototyping,
visualization;
components, responsibilities, interactions and mechanisms;
designing boundaries, interfaces and promises; abstraction
and reification, observability, ..
• System qualities (scalability, reliability, availability, ...) and
characterizing the design envelope
• Constraints and forces: role of; identifying; ... tradeoffs
• Affordances and design for fit to context and to purpose
• Heuristics, principles, patterns, ..
• Complexity, Uncertainty, and Related strategies (e.g.,
reversibility)
• Agility and flexibility, System Integrity, Technical debt,
Failures, Reliability Engineering, and Resilience
• Sustainability, evolution and architecture transitions,
feedback loops
SATURN 2019 46
Technical Effectiveness
Personal Organizational
Technical Strategic
SATURN 2019 47
Technical Effectiveness
Study your predecessors' works intently, to
see how they solved problems
Try to figure out why they made the design
choices they did
Keep a "sketch book" in which you put
ideas, designs, and pieces of designs
When starting a design, write down your
assumptions about the users and the uses
Design, design, design!
— Fred Brooks
SATURN 2019
Heuristics
Engineering heuristics, or
rules of thumb, are
"statements of common, or
contextual, sense that aid in
concept development,
problem solving, decision
making, or judgment”
— Eb Rechtin
SATURN 2019
Heuristics
"Heuristics offer plausible
approaches to solving
problems, not infallible ones."
— Rebecca Wirfs-Brock
@rebeccawb
SATURN 2019 50
Technical Effectiveness
Context: Designing Boundaries and Interfaces
Heuristics:
• Don't partition by slicing through regions where high rates of
information exchange are required. (Rechtin, 1991)
• Design things to make their performance as insensitive to the
unknown or uncontrollable external influence as
practical.(Rechtin, 1991)
• Postel’s Law: be conservative in what you do, be liberal in
what you accept from others (John Postel)
SATURN 2019 51
Design Leadership
Personal Organizational
Technical Strategic
Strategic Effectiveness
• Context understanding
• Mapping, ecosystems, value
networks and differentiation
• Technology radars, capability
evolution and trends
• Operating models
• How we create value
• How we make money(/survive)
SATURN 2019 52
Strategic Effectiveness
Context: Setting direction and scope
Heuristics:
• No complex system can be optimum to all parties concerned
(Rechtin, 1991)
• ' focusing is saying "No"' — Steve Jobs
• "Some decisions are consequential and irreversible or nearly
irreversible – one-way doors – and these decisions must be
made methodically, carefully, slowly, with great deliberation
and consultation." — Jeff Bezos
SATURN 2019 53
Design Leadership
Organizational
Effectiveness
• Leadership and social dynamics
• Building relationships, trust, teams
• Working across the organization
• Persuasion and influence;
negotiation, disagreement
• Decision making, judgment, effects
of groupsPersonal Organizational
Technical Strategic
SATURN 2019 54
Organizational Effectiveness
Jerry Weinberg's Second Law
of Consulting:
“No matter how it looks at
first, it’s always a people
problem.”
SATURN 2019 55
Organizational Effectiveness
Context: Communicating and persuading
Heuristics:
• Don’t ever stop talking about the system (Rechtin, 1991)
• Participation persuades
Heuristics about context:
• tell a story about a situation the heuristics help with
(Rebecca Wirfs-Brock)
• identify the activity that the heuristics help with (Eb Rechtin)
SATURN 2019 56
Organizational Effectiveness
“The longer I’m a leader, the more I
realize that communicating
something once is the equivalent of
not communicating it at all.
Communicate the bring repeatedly
until they literally ask you to stop.”
— Nivia Henry
@lanooba
SATURN 2019 57
Organizational Effectiveness
Responsibilities (Do):
• listen, communicate
• build relationships
• lead by example
• lead up
Qualities (Be):
• comfortable with ambiguity
• empathetic
SATURN 2019 58
Organizational Effectiveness
Know:
SATURN 2019
Exercise
SATURN 2019 60
“Architecture is a way of
thinking that is inescapably
concerned with everything”
— Dana Bredemeyer
Design Leadership
@danabredemeyer
SATURN 2019
DESIGN LEADERSHIP
61
Ruth Malan
Bredemeyer Consulting
Twitter: @ruthmalan
Web: ruthmalan.com
#Saturn19

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Design Leadership presented at SATURN19

  • 1. SATURN 2019 SATURN 2019 1 Design Leadership Ruth Malan @ruthmalan
  • 2. SATURN 2019 DESIGN LEADERSHIP 2 Design Excellence • Leadership in the market Design Leadership • Leadership in the organization
  • 3. SATURN 2019 DESIGN LEADERSHIP 3 The Design of the Problem The Design of the Designer The Design of Design
  • 4. SATURN 2019 4 Design Excellence is NOT? To understand what something is, it helps to identify what it is not Exercise (a): What characterizes bad design?
  • 5. SATURN 2019 5 Design Excellence IS? Exercise (b): What characterizes great design?
  • 6. SATURN 2019 6 Design Excellence Excellence is about FIT • fit to context, and • fit to purpose “Always design a thing by considering it in its next larger context” — Eliel Saarinen
  • 7. SATURN 2019 DESIGN LEADERSHIP 7 System Design Matters Design Excellence Systems • Emergence • Properties • Coherence Decisions • Constraints • Tradeoffs • Context
  • 8. SATURN 2019 8 What is Design? “The engineer, and more generally the designer, is concerned with how things ought to be - how they ought to be in order to attain goals, and to function.” — Herbert Simon
  • 9. SATURN 2019 9 What is a System? “The defining properties of any system, are properties of the whole, which none of the parts have. If you take the system apart, it loses its essential properties” — Russell Ackoff
  • 10. SATURN 2019 10 What is a System? “A system is an interconnected set of elements that is coherently organized in a way that achieves something” -- Donella Meadows
  • 11. SATURN 2019 11 What is System Design? “Architecture represents the significant design decisions that shape a system, where significant is measured by cost of change.” — Grady Booch @grady_booch
  • 12. SATURN 2019 12 Architecture Decisions Title: short noun phrase Context: desired outcomes and the forces at play (probably in tension) Decision: describes our response to these forces Status: proposed, accepted, deprecated or superseded Consequences: describes the resulting context, after applying the decision — Michael Nygard, Documenting Architecture Decisions, Nov 2011 @mtnygard
  • 13. SATURN 2019 13 Decisions Constrain ‘Limiting or closing off alternatives is the most common understanding of the term “constraint.”’ — Alicia Juarrero Photo by Will Evans, LeanUX 2015
  • 14. SATURN 2019 14 Constraints Enable But if all constraints restricted a thing's degrees of freedom in this way, organisms (whether phylogenetically or developmentally) would progressively do less and less.’ — Alicia Juarrero
  • 15. SATURN 2019 15 Constraints Enable “constraints not only reduce the alternatives — they also create alternatives. Constraints, that is, can also create properties which a component exhibits in virtue of its embeddedness in a system, properties it would otherwise not have.” — Alicia Juarrero “Causality as Contraint”
  • 16. SATURN 2019 16 Decisions in Context "The value of every decision we make depends on the context in which we make it. In The Lord of the Rings, Frodo’s journey to destroy the ring is meaningful inside the context of Middle Earth. Otherwise, he’s a short, hairy guy with apocalyptic hallucinations." – Diana Montalion
  • 17. SATURN 2019 17 Architecture Decisions Title: short noun phrase Context: desired outcomes and the forces at play (probably in tension) Decision: describes our response to these forces Status: proposed, accepted, deprecated or superseded Consequences: describes the resulting context, after applying the decision — Michael Nygard, Documenting Architecture Decisions, Nov 2011
  • 18. SATURN 2019 18 Decisions Entail Tradeoffs For me, “engineer” means knowing that all decisions are tradeoffs. It means considering both upsides & downsides of each technical choice, and doing so with explicit consideration of the larger system context. – Sarah Mei @sarahmei
  • 19. SATURN 2019 19 Decisions Entail Tradeoffs “Microservices: gain scalability and fault tolerance at the price of additional complexity in managing a distributed system”
  • 20. SATURN 2019 20Mattias Petter Johansson, Quora Spotify
  • 21. SATURN 2019 21Mattias Petter Johansson, Quora Spotify
  • 22. SATURN 2019 22 Decisions in Context “Design quality is not a property of the code. It's a joint property of the code and the context in which it exists.” – Sarah Mei @sarahmei
  • 23. SATURN 2019 23 Decisions in Context To make a decision, we need to have a (good enough) conception of • Desired outcome(s) • Forces and constraints Arising in context of • development • operations • use • value network
  • 24. SATURN 2019 24 Decisions in Context To make a decision, we need to have a (good enough) conception of • Desired outcome(s) • Forces and constraints Arising in context of • development • operations • use • value network Image by Dave Gray in “Liminal thinking: The pyramid of belief”
  • 25. SATURN 2019 25 Architecture Decisions Title: short noun phrase Context: desired outcomes and the forces at play (probably in tension) Decision: describes our response to these forces Status: proposed, accepted, deprecated or superseded Consequences: describes the resulting context, after applying the decision “formulating the problem is the problem” – Horst Rittel
  • 26. SATURN 2019 26 Formulating the Problem Dancing with Systems 1. Get the beat Before you disturb the system in any way, watch how it behaves. 2. Listen to the wisdom of the system Aid and encourage the forces and structures that help the system run itself. – Donella Meadows Image: donellameadows.org
  • 27. SATURN 2019 27 Dancing With Systems The Dance 3. Expose your mental models to the open air 4. Stay humble. Stay a learner .. 9. Go for the good of the whole 10. Expand time horizons 11. Expand thought horizons 12. Expand the boundary of caring
  • 28. SATURN 2019 28 Rich Pictures Sketch to see the system “sketchprototype” the system in context • who’s involved: individuals and organizations • what happens: value flows and transformations • concerns
  • 29. SATURN 2019 29 Rich Pictures No rules! Show: • structures (people organizations, systems, etc) • concerns, goals, frustrations • flows, interactions, transformations
  • 30. SATURN 2019 30 Force Field Analysis decision or solution approach pros or forces for cons or forces against Source: Gamestorming.com, by Dave Gray
  • 31. SATURN 2019 31 Design Exercise Exercise (20 minutes) • Rich picture • Force field analysis • Situation: help people recover, following a disaster
  • 32. SATURN 2019 DESIGN LEADERSHIP 32 System Design Matters Design Excellence Systems • Emergence • Properties • Coherence Decisions • Constraints • Tradeoffs • Context Integrity • Structural • Design • Organizational Sustainability • Technical • Social • Economic • Environmental
  • 33. SATURN 2019 DESIGN LEADERSHIP 33 The fundamental principles of architecture: •firmitatis: durability •utilitatis: utility •venustatis: beauty — Vitruvius
  • 34. SATURN 2019 34 Durability and Failures How Complex Systems Fail 1. Complex systems are intrinsically hazardous systems 2. Complex systems are heavily and successfully defended against failure The high consequences of failure lead over time to the construction of multiple layers of defense against failure. 3. Catastrophe requires multiple failures – single point failures are not enough The array of defenses works. [..] Overt catastrophic failure occurs when small, apparently innocuous failures join to create opportunity for a systemic accident. — Richard I. Cook
  • 35. SATURN 2019 35 Forces and Failures “Successful engineering is all about understanding how things break or fail.” — Henry Petroski
  • 36. SATURN 2019 36 Resilience and Integrity How Complex Systems Fail 16. Safety is an emergent property of systems 17. People continuously create safety 18. Failure free operations require experience with failure — Richard I. Cook
  • 37. SATURN 2019 37 Ambiguity A high tolerance for ambiguity .. Willingness to backtrack, to seek multiple solutions — Eberhardt Rechtin
  • 38. SATURN 2019 DESIGN LEADERSHIP 38 Leadership Matters Design Excellence Personal • experience • self-awareness Technical • do design, make or influence decisions Strategic • Why? Where to? Organizational • making others successful
  • 39. SATURN 2019 DESIGN LEADERSHIP 39 The Design of the Problem The Design of the Designer • The inventive • The artistic • The rational The Design of Design
  • 40. SATURN 2019 DESIGN LEADERSHIP The Design of the Designer The Design of Design The Design of the Problem 40
  • 41. SATURN 2019 41 Design with many designers “Great teams make great people, not the other way around” — Jessica Kerr @jessitron
  • 42. SATURN 2019 42 Effectiveness What characterizes great designers? What characterizes effective leaders?
  • 43. SATURN 2019 43 Personal Organizational Technical Strategic Design Leadership Know Do Be
  • 44. SATURN 2019 44 Design Leadership Personal Organizational Technical Strategic Personal Effectiveness • Self awareness • Empathy • Creativity and imagination • 4Es (embodied, embedded, extended, enactive) cognition • Cognitive amplifiers, fallibilities and biases • Perception and meaning making
  • 45. SATURN 2019 45 Design Leadership Personal Organizational Technical Strategic Technical Effectiveness • Techniques in system design: modeling, prototyping, visualization; components, responsibilities, interactions and mechanisms; designing boundaries, interfaces and promises; abstraction and reification, observability, .. • System qualities (scalability, reliability, availability, ...) and characterizing the design envelope • Constraints and forces: role of; identifying; ... tradeoffs • Affordances and design for fit to context and to purpose • Heuristics, principles, patterns, .. • Complexity, Uncertainty, and Related strategies (e.g., reversibility) • Agility and flexibility, System Integrity, Technical debt, Failures, Reliability Engineering, and Resilience • Sustainability, evolution and architecture transitions, feedback loops
  • 46. SATURN 2019 46 Technical Effectiveness Personal Organizational Technical Strategic
  • 47. SATURN 2019 47 Technical Effectiveness Study your predecessors' works intently, to see how they solved problems Try to figure out why they made the design choices they did Keep a "sketch book" in which you put ideas, designs, and pieces of designs When starting a design, write down your assumptions about the users and the uses Design, design, design! — Fred Brooks
  • 48. SATURN 2019 Heuristics Engineering heuristics, or rules of thumb, are "statements of common, or contextual, sense that aid in concept development, problem solving, decision making, or judgment” — Eb Rechtin
  • 49. SATURN 2019 Heuristics "Heuristics offer plausible approaches to solving problems, not infallible ones." — Rebecca Wirfs-Brock @rebeccawb
  • 50. SATURN 2019 50 Technical Effectiveness Context: Designing Boundaries and Interfaces Heuristics: • Don't partition by slicing through regions where high rates of information exchange are required. (Rechtin, 1991) • Design things to make their performance as insensitive to the unknown or uncontrollable external influence as practical.(Rechtin, 1991) • Postel’s Law: be conservative in what you do, be liberal in what you accept from others (John Postel)
  • 51. SATURN 2019 51 Design Leadership Personal Organizational Technical Strategic Strategic Effectiveness • Context understanding • Mapping, ecosystems, value networks and differentiation • Technology radars, capability evolution and trends • Operating models • How we create value • How we make money(/survive)
  • 52. SATURN 2019 52 Strategic Effectiveness Context: Setting direction and scope Heuristics: • No complex system can be optimum to all parties concerned (Rechtin, 1991) • ' focusing is saying "No"' — Steve Jobs • "Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must be made methodically, carefully, slowly, with great deliberation and consultation." — Jeff Bezos
  • 53. SATURN 2019 53 Design Leadership Organizational Effectiveness • Leadership and social dynamics • Building relationships, trust, teams • Working across the organization • Persuasion and influence; negotiation, disagreement • Decision making, judgment, effects of groupsPersonal Organizational Technical Strategic
  • 54. SATURN 2019 54 Organizational Effectiveness Jerry Weinberg's Second Law of Consulting: “No matter how it looks at first, it’s always a people problem.”
  • 55. SATURN 2019 55 Organizational Effectiveness Context: Communicating and persuading Heuristics: • Don’t ever stop talking about the system (Rechtin, 1991) • Participation persuades Heuristics about context: • tell a story about a situation the heuristics help with (Rebecca Wirfs-Brock) • identify the activity that the heuristics help with (Eb Rechtin)
  • 56. SATURN 2019 56 Organizational Effectiveness “The longer I’m a leader, the more I realize that communicating something once is the equivalent of not communicating it at all. Communicate the bring repeatedly until they literally ask you to stop.” — Nivia Henry @lanooba
  • 57. SATURN 2019 57 Organizational Effectiveness Responsibilities (Do): • listen, communicate • build relationships • lead by example • lead up Qualities (Be): • comfortable with ambiguity • empathetic
  • 58. SATURN 2019 58 Organizational Effectiveness Know:
  • 60. SATURN 2019 60 “Architecture is a way of thinking that is inescapably concerned with everything” — Dana Bredemeyer Design Leadership @danabredemeyer
  • 61. SATURN 2019 DESIGN LEADERSHIP 61 Ruth Malan Bredemeyer Consulting Twitter: @ruthmalan Web: ruthmalan.com #Saturn19

Editor's Notes

  1. about doing less rather than more, in order to have people effectively contributing together to be effective
  2. discover what the problem is 1969
  3. level set terms and ideas
  4. role of architect as system design is bringing coherence to the system not just parts flying in formation trying to be an airplane or car
  5. constraints reduce degrees of freedom
  6. “Constraints alter the probability distribution of the available alternatives. They make a system diverge from chance, randomness, or equiprobability” if we think about language, words have meaning — can look at dictionary; but arbitrary combination of words doesn’t — need rules of grammar enable us to put words together in a way that we can make sense of what is said or written
  7. teams are called squads
  8. not just some list of requirements — deep understanding of what is valued in these difference conexsts
  9. Gain vs at the price of Forces for vs forces against
  10. Vitruvius 80 - 15 BC Julius Caesar was his patron — 58 and 51 BCE
  11. Safety is a characteristic of systems and not of their components
  12. Vitruvius 80 - 15 BC Julius Caesar was his patron
  13. not creating great designs in isolation designing with, and leading design with resolving across boundaries, but how do we do this effectively - organizational effectiveness matters make others successful, more effective, to create great systems
  14. working with and through — can’t do it all yourself; how do help shape the system, without controlling and limiting with unintended consequences
  15. Do activities, responsibilities, be humble be open be ethical be comfortable with ability know — recommend resources like books
  16. understand how you work, and how to work better — embodied cognition means we tend to remember what we wrote long hand rather than what we typed