Building Agility: Psychological Dimensions

Copyright: Arunkumar Khannur
ISQT Bangalore
www.isqtinternational.
1 / 2014-15
ISQT / Ver. 1.00/ www.isqtinternational.com
1 / 2014-15
Building Agility: Psychological Dimensions
1
Mr. Arunkumar Khannur,
ISQT Process & Consulting Services Pvt. Ltd. , # 732, 1st Floor, 12th Main,
3rd Block, Rajajinagar, Bangalore - 560 010, INDIA
Phone:+ 91 - 80 – 23012501 to 15, Fax.No:+ 91-80-23142425
email: khannur@isqtinternational.com
www.isqtinternational.com | www.Khannur.com

ISQT Bangalore
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Agenda
Basics Of System Thinking
– Meaning of system thinking
– Characteristics System Thinking
Different Models And Perspective To Enhance System
Thinking
– Levels of perspectives
– Action modes corresponding to each level of perspective
– Basic processes that enhance system behavior
– Impact of system thinking on- Physical, Transactional,
Informational, Perceptual aspects
– Limits That Affect Growth Of System Thinking
– Application Of System Thinking in Software Testing

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Building Agility: Psychological Dimension
“Individual Thinking” to use
individual Creativity and Capability
“Group Thinking” to use group creativity:
System Thinking.. Design Thinking..
Lateral Thinking.. Risk Thinking
“Crowd Thinking” to enable
Intra-group to Inter-group to
Intra-organization to Inter-organization
Creativity
“Exploratory Thinking” to
Search of Excellence

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Thinking : A Way of Life
4
Fool’s
Experiment
Fool’s
Experiment
For each Risk Source:
• Think of Possibilities
• Get Ideas
• Defer Judgment
• Think of Practicality
• Perform fool’s Experiment

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A Tester’s Attitude: “Good Testers are Hard to Fool”
5

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ISQT / Ver. 1.00/ www.isqtinternational.comISQT / Ver. 1.00/ www.isqtinternational.com
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Common Barriers that Affect Agility: Containing to Cubicle
Life Scripts
Rules of Engagement
Conditioned to Analytical Thinking
Processes
Uniformity-Productivity-
Consistency-Predictability
Selective Seeing-Learning-Experimentation
Narrow Vision..
Does not allow Breakthrough Innovation..
Does not allow Non-linear Growth..
Does not allow Innovation
How to move
to next level
in Value
Creation??
Break the
Container by
changing
YOUR
Thinking

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1: Examples that
Use business
terminology
1: Examples that
Use business
terminology
2: Examples that
Use interior
terminology
3: User-centered
bug reports
3: User-centered
bug reports
4: “ility” bug
reports
4: “ility” bug
reports
Agile Thinking: Dimensions of Thinking

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Why Many A Times Do Not Get Required Agility..

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Common Barriers that Affect Agility: Breathing Fresh Air
Breaking Rules of Engagement
Experimentation.. Trial & Error
Breaking Selective Solutioning
Seeking Alternative Solution
Innovation.. Product Mindset.. Use
& Client Mindset.. Visualization..
No Guarantee of Success...
Barriers like Organizational Hierarchy..
Difference in IQ.. Age Gap among Team
Members..
Solution is skewed towards Dominant
Member of Team ..
How to move
to next level
in Value
Creation??
Break the
“Knowledge
Saturation”
by changing
Team’s
Thinking
System Thinking.. Design Thinking..
Lateral Thinking.. Risk Thinking
Collaboration
Team reaches Saturation
because of mutual
understanding of thinking
pattern among individuals
resulting in
“Knowledge Saturation”

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Effort towards Value Creation
10
Analytical
Thinking
Intuitive
Thinking
Declaring
Truth and
Certainties
Creativity
and
Innovation
Design
Thinking

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Perspective and Action Model
Leverage
Increases
Leverage
Increases
Generative
Reflective
Creative
Adaptive
ReactiveEvents
Patterns
System
Structures
Mental
Models
Vision
Levels of
Perspectives
Action Mode

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Feedback Perspective
A→B →C →D →E

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Thinking in Loops
Increasing
QA
Activities
(B)
Reported Errors
Increase/Decrease
(C)
Backlogs
(D)
Complaints on
Product
Increased
(A)

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Reinforcing
Reinforcing Loops compound change in one direction
with even more change in that direction
Reducing
Backlogs
Reducing
Backlogs
Addressing
Errors
Addressing
Errors
More You
Test
More You
Test
More Errors
You Report
More Errors
You Report

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Balancing Loops
Desired LevelDesired Level

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Questions these Diagrams Help Answer
Which gaps are driving our system when and by how
much?
How accurately do we know what each of the gaps is?
How are we monitoring the gaps?
What are the different ways in which we can close the
gaps?
How long does it take for perception to catch up to
actual quality?

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Every Link in a System Contains a Delay
Physical
Transactional
Informational
Perceptual

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Learning about the System: 5 Categories of Learning
Verbal Information
Intellectual skills
Cognitive strategies
Attitudes
Motor skills

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Events to Enhance Learning
Gain attention
Informing the learner of objective
Stimulating recall of prior learning
Presenting the stimulus
Providing learner guidance
Eliciting performance
Giving feedback
Assessing the performance
Enhancing retention and transfer

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System Approaches: 8 Different Classes
Signal learning
Stimulus
Chaining
Verbal association
Discrimination learning
Concept learning
Rule learning
Problem solving

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Common Barriers that Affect Agility:
Breaking Knowledge Barrier
Establishing Community of Practices
Usage of Social Media
Creation of Practitioner Group by going
beyond Organizational Barriers
Knowledge Spiral
Analytics and intelligences towards
Solution Patterning..
People are unbound and hence
dilution and decay in discipline
How to move
to next level
in Value
Creation??
Break the
“Organization
al Boundary”
by changing
Organizational
Thinking
Crowd Thinking
because of mutual
resulting in
Knowledge Management &
Benchmarking

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What should a good education provide for learners?
To give each student, opportunities to improve in
– Knowledge
 enables students to understand
– Know how
 facilitates them to do
– Wisdom
 enables students to set priorities
– Character
 provides the possibility for them to cooperate, to persevere
and to become respected and trusted members of society

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Spiral of Knowledge: Epistemological and Ontological
Dimensions
Tacit Tacit ExplicitExplicit
IndividualI
GroupG
Organization
O
Individual
Group
Organization
Inter-organization
Generate
Conceptualiz
e
Optimize
Implement
Capture
Dialogue
Empathy:FieldB

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Spiral of Knowledge: Epistemological and Ontological
Dimensions
SocializationExternalizationCom
binationInternalization
Epistemological
Dimension
Ontological
Dimension

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Knowledge Strategy: Different Types of Learning

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Common Barriers that Affect Agility:
"Exploring for Hidden Pearl”
Highest Level Individual Creativity
Connecting Patterns of Experience
Exploratory Thinking to Seeking
Wisdom
Breakthrough Innovation..
Wisdom Driven Solutioning..
Courage to Explore
How to move
to next level
in Value
Creation??
“Exploring
Wisdom” by
changing
Body of
Knowledge
because of mutual
resulting in

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Characteristics of Exploration and Exploitation
Characteristic Exploration Exploitation
Testing Focus Invention of testing Administration of Testing
Overriding Goal Dynamically moving from
current knowledge to the next
Systematically honing
and refining within the
current knowledge stage
Driving Forces Intuition, Feeling, Hypotheses
about the future, Originality
Analysis, Reasoning, Data
from the Past, Mastery
Future
Orientation
Long Term Short Term
Progress Uneven, Scattered,
Characterized by False Starts
and Significant leaps forward
Accomplished by
measured, careful
incremental steps
Risk and
Reward
High Risk, Uncertain but
Potentially High Reward
Minimal Risk, Predictable
but Smaller Rewards
Challenge Failure to consolidate and
exploit returns
Exhaustion and
obsolescence
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Skills required to perform better Exploratory Testing
Ability to pose useful questions
Ability to observe what’s going on
Ability to describe what you perceive
Ability to think critically about what you know
Ability to recognize and manage bias
Ability to form and test conjectures
Ability to keep thinking despite already knowing
Ability to analyze someone else’s thinking
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Levels of Agile
Process Driven Culture to Exploit
Individual Capability to the Maximum
“Agile” with Seamless Communication
with User and Product in Mind
Agile with “Crowd Thinking” to enable
Intra-group to Inter-group to
Intra-organization to Inter-organization
Creativity
Agile with “Exploratory Thinking”

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The Business Case For QA

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TQM for Software
Ex: Development Costs, Testing Costs, Maintenance
Costs etc
Ex: Development Costs, Testing Costs, Maintenance
Costs etc
Company FocusCompany Focus Customer FocusCustomer Focus
Software MetricsSoftware Metrics
Software Requirements
Engineering
Software Requirements
Engineering
Software Process
Improvement
Software Process
Improvement
Cost-Value
Approach
Cost-Value
Approach

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Thank You, Any Questions???Thank You, Any Questions???

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Thank You

Building Agility: Psychological Dimensions

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