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Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201
27 Mar 2015
Making sense through action
Agile India 2015
Wi...
Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015
Cynefin

a sense-making framework
Ther...
Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201
01.04.1954
Rethinking project flow
One size does not fit al...
Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015
Scalable ethnography using human metad...
Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015
Understanding nuanced differences
0 20...
Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201
01.04.1954
Scaling as granular engagement
Complexity does n...
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Making Sense Through Action by Dave Snowden

In order to successful scale any method or practice, it has to have some basis in theory. This presentation will use insights from complex adaptive systems theory and the cognitive sciences to lay a foundation for that theory. Seeing software development as a problem of knowledge management, the theory will elaborate a understanding of applications as the emergent property of a co-evolutionary interactions between technology capability and unarticulated user requirements.

Having established a basic theory a range of methods and tools will be elaborated. These include:

- Narrative based approaches to requirements capture (not to be confused with Story telling or story boarding) which gather thousands of fragmented self-signified anecdotes relating to real and imagined needs within a user community and allow interpretation and integration into project planning.

- Approaches to project planning and implementation that focus on the creation of self-organising teams of specialists and users to create novel approaches, supported by evidence to previously intractable problems. This is particularly relevant to the 5-10% of any major project which creates 95-90% of the grief.

- The integration of tools such as blogs, wiki's etc into the development environment. Too often corporate environments over-constrain those tools into over rigid structures which destroy their utility.

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Making Sense Through Action by Dave Snowden

  1. 1. Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201 27 Mar 2015 Making sense through action Agile India 2015 Wifipassword.#AgileIndia2015
  2. 2. Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015 Cynefin
 a sense-making framework There are three basic types of system: ordered, complex and chaotic Complex systems have propensities and dispositions but no linear material cause & effect In Cynefin order is divided into ‘obvious’ & complicated and the fifth domain) disorder In a complex world we focus on direction & multiple parallel safe- to-fail experiments; not one fail- safe design Management by vector ..... Complicated Governing constraints sense-analyse-respond Good Practice Obvious Rigid constraints sense-categorise-respond Best Practice Chaotic Absence of constraints act-sense-respond Novel Practice Complex Enabling constraints probe-sense-respond Emergent Practice Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 ... whereas strong dynamic links among components (characterized as nodes) result in a “strong cluster”, weak links between strong clusters give rise to a community or a world. Since any node can simultaneously belong both to a strong cluster and to a larger networked community, society, or world, boundaries become diffuse, but also dynamic and creative. Complex dynamical systems thus begin to look more like bramble bushes in a thicket than like stones. And it is extremely difficult, as any outdoorsman will tell you, to determine precisely where a particular bramble bush ends and the rest of the thicket begins Juarrero, A (2002) “Complex Dynamic Systems and the Problem of Identity” in Emergence 4(1/2) 94-104
  3. 3. Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201 01.04.1954 Rethinking project flow One size does not fit all Chaos Complex Complicated Obvious Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015 Whataboutexpertsearcherswhohave spentyearshoningtheirabilitytodetect smallabnormalitiesinspecifictypesof image?Weasked24radiologiststo performafamiliarlungnoduledetection task.Agorilla,48timeslargerthanthe averagenodule,wasinsertedinthelast case.83%ofradiologistsdidnotseethe gorilla.Eye-trackingtthatthemajorityof thethosewhomissedthegorillalooked directlyatthelocationofthegorilla.Even expertsearchers,operatingintheirdomain ofexpertise,arevulnerabletoinattentional blindness “The invisible gorilla strikes again” 
 Drew, Vo & Wolfe 
 Psychol Sci. Sep 2013; 24(9): 1848–1853
  4. 4. Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015 Scalable ethnography using human metadata Micro narratives or observations are the basic units of sense-making Meaning does not reside in text it is provided by human actors in context Abstraction is key to interpretation & reuse Description opens up more possibilities than evaluation More like these, fewer like those We navigate landscapes Acting intuitively, instantly The situation was analysed logically People made decisions based on principles Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015 Navigating landscapes 0 20 40 60 80 100 020406080100 Doing it Right Anintensedrivetoachieve Present Past Future Peers Management Self-imposed Lacking and needed Over the top stressful Situation relevant to… Pressure coming from… Sense of urgency is… Creating new process Allocating responsibility All about sharing failure Fairness is about 0 20 40 60 80 100 020406080100 Doing it Right Welldefinedprocessesandprocedures
  5. 5. Copyright © 2015 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201 27 Mar 2015 Understanding nuanced differences 0 20 40 60 80 020406080100 Doing it Right Anintensedrivetoachieve 20 40 60 80 100 020406080 Doing it Right Anintensedrivetoachieve 0 20 40 60 80 020406080100 Doing it Right Welldefinedprocessesandprocedures 0 20 40 60 80 100 020406080100 Doing it Right Welldefinedprocessesandprocedures 0.2 0.4 0.6 0.8 0.20.40.60.8 Freedom too far Deadlinestoofar 0.0 0.2 0.4 0.6 0.8 1.0 0.00.20.40.60.81.0 Freedom too far Deadlinestoofar 0.0 0.2 0.4 0.6 0.8 1.0 20406080100 Over the top stressful Pressurefrommanagement 0.0 0.2 0.4 0.6 0.8 1.0 020406080100 Over the top stressful Pressurefrommanagement 0.0 0.2 0.4 0.6 0.8 1.0 020406080 Over the top stressful Pressurefromself 0.0 0.2 0.4 0.6 0.8 1.0 020406080100 Over the top stressful Pressurefromself 0 20 40 60 80 020406080100 Self Imposed Anintensedrivetoachieve 0 20 40 60 80 100 020406080100 Self Imposed Anintensedrivetoachieve Copyright © 2013 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201Copyright © 2013 Cognitive Edge. All Rights Reserved. Exaptation in practice 1 2 3 4 Question investment Question understanding
  6. 6. Copyright©2013CognitiveEdge.AllRightsReserved. USPat.8,031,201 01.04.1954 Scaling as granular engagement Complexity does not scale by aggregation Reduce granularity, distribute cognition; radical recombination Engage the real C level & ecosystem Learn early, fail less Continuous real time feed back systems

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