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I Got a Fever, and the Only Prescription is More Feedback

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@johnkrewson

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@johnkrewson
CSP, SPC

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One day I went to the zoo
For I wanted to see the old gnu.
But the old gnu was dead,
And the new gnu, they said,
Was too n...

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I Got a Fever, and the Only Prescription is More Feedback

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The Second City in Chicago, an improvisational comedy club that launched the careers of comedians from Chris Farley to Steve Carrell, has delivered a successful product to audiences nightly for almost 60 years. How do they do it? By recognizing the power of feedback. Brian Eno, a pioneer in the music industry who produced albums for U2 and Coldplay, relies on a feedback generation system to ensure the best performances of the bands he works with. Likewise, the work of Eric Ries (Lean Startup) and Ed Catmull (Creativity, Inc.) has uncovered a similar pattern of organizations that thrive on experimentation and learning. These companies recognize the value of feedback at all levels – from interpersonal communications to user behavior patterns – and structure their organizations to take advantage of that value. They systematically spread learning across all levels of the organization as a means to solve problems that other companies can’t. In this talk, John Krewson will describe what it means to be a feedback-based organization. He’ll demonstrate how to recognize and generate feedback at all layers of an organization using innovative techniques drawn from the entertainment industry, and he’ll walk through several practices for making that feedback actionable.

The Second City in Chicago, an improvisational comedy club that launched the careers of comedians from Chris Farley to Steve Carrell, has delivered a successful product to audiences nightly for almost 60 years. How do they do it? By recognizing the power of feedback. Brian Eno, a pioneer in the music industry who produced albums for U2 and Coldplay, relies on a feedback generation system to ensure the best performances of the bands he works with. Likewise, the work of Eric Ries (Lean Startup) and Ed Catmull (Creativity, Inc.) has uncovered a similar pattern of organizations that thrive on experimentation and learning. These companies recognize the value of feedback at all levels – from interpersonal communications to user behavior patterns – and structure their organizations to take advantage of that value. They systematically spread learning across all levels of the organization as a means to solve problems that other companies can’t. In this talk, John Krewson will describe what it means to be a feedback-based organization. He’ll demonstrate how to recognize and generate feedback at all layers of an organization using innovative techniques drawn from the entertainment industry, and he’ll walk through several practices for making that feedback actionable.

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I Got a Fever, and the Only Prescription is More Feedback

  1. 1. @johnkrewson
  2. 2. @johnkrewson CSP, SPC
  3. 3. One day I went to the zoo For I wanted to see the old gnu. But the old gnu was dead, And the new gnu, they said, Was too new a new gnu to view.
  4. 4. @johnkrewson Earned Dogmatism
  5. 5. @johnkrewson Earned Dogmatism
  6. 6. @johnkrewson Earned Dogmatism Industrial Age
  7. 7. @johnkrewson Software development is product development.
  8. 8. @johnkrewson Probe Sense Respond
  9. 9. @johnkrewson
  10. 10. @johnkrewson
  11. 11. @johnkrewson “What do you think of my haircut?”
  12. 12. @johnkrewson What problems are you facing?
  13. 13. product release iteration daily strategy
  14. 14. @johnkrewson strategy Product discovery Casting The environment Turkeys and hits
  15. 15. @johnkrewson strategy Product discovery Casting The environment Turkeys and hits
  16. 16. @johnkrewson Inspect and adapt Notes mentality Absence of authority product
  17. 17. @johnkrewson Inspect and adapt Notes mentality Absence of authority product
  18. 18. @johnkrewson Trial and error release
  19. 19. @johnkrewson The Pop- Tart joke
  20. 20. @johnkrewson Trial and error Curse of knowledge Build, measure, learn release
  21. 21. @johnkrewson Trial and error Curse of knowledge Build, measure, learn release
  22. 22. @johnkrewson Open-mindedness Fast feedback Deadlines Writer’s block Fresh perspective iteration
  23. 23. @johnkrewson Sender Message Receiver Feedback
  24. 24. @johnkrewson Growth Mindset Failing Learning Dunning-Kruger The Review The Retrospective iteration
  25. 25. @johnkrewson Oblique strategies Coaching daily
  26. 26. @johnkrewson What did we learn?
  27. 27. @johnkrewson

Editor's Notes

  • Sketch: software product delivery company using Agile
    Agile coaching
    Me: MasterCard, VersionOne, Practicioner, Actor
    Any actors?
    Expert
  • Sketch: software product delivery company using Agile
    Agile coaching
    Me: MasterCard, VersionOne, Practicioner, Actor
    Any actors?
    Expert
  • Loyola University
  • Overview of Cynefin.
    Experts belong in complicated
  • Artful Making
  • Time to treat software development like complex, not complicated
  • According to the Cynefin framework, we probe-sense-respond
  • Basic communication diagram
    FEEDBACK
  • Trivial
  • Ed Catmull refers to this as “deep candor”
    When nobody mentions your haircut
    When you’re not getting as many repeat customers as you used to
  • Ed Catmull refers to this as “deep candor”
    When nobody mentions your haircut
    When you’re not getting as many repeat customers as you used to
  • The communication diagram reminds me of another diagram.
    Good model for fostering feedback
    Review model
    Look at examples for each
  • Product Discovery - engage his audience differently
    Casting -
    Environment – bears, lions, monkeys
  • Ed Catmull: Notes are intense but never personal
  • Ed Catmull: Notes are intense but never personal
  • http://www.youtube.com/watch?v=itWxXyCfW5s&t=2m20s

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