The document discusses how most variation in work outcomes is due to factors outside an individual's control, such as constraints of the work environment and processes. It argues performance reviews, targets, and other practices that blame individuals are misguided, as individuals have little influence over most outcomes. Continuous improvement is better achieved through respectfully engaging with workers to understand constraints and get suggestions for improvements.
1. It’s not your fault
Francis Fish
FJF/DI/DM consultancy
http://fjfdidm.com
Engage!
FJF/DI/DMFJF/DI/DM
Engage! Love what you do & do it wellLove what you do & do it well
Wednesday, 2 October 13
2. Who?
• 30 years a coder, team leader, senior consultant
• Once had job titles of “Agile XP Coach” (whatever
that means) and “Development Manager” (hmm ...)
• Member of the humanist wing of the agile movement
• Qualified sports coach
Wednesday, 2 October 13
6. Deming
Statistician
Credited with the ideas
behind the post-war boom
in Japan
The Toyota Way is built on
his ideas. Particularly the
obsession with continuous
improvement and
respecting where the work
is done.
Wednesday, 2 October 13
15. Random?
• There is a pattern
• Predicts what MAY happen, likely
Wednesday, 2 October 13
16. Random?
• There is a pattern
• Predicts what MAY happen, likely
• Not what WILL happen
Wednesday, 2 October 13
17. Random?
• There is a pattern
• Predicts what MAY happen, likely
• Not what WILL happen
• (Aside: The fallacy of models)
Wednesday, 2 October 13
18. Random?
• There is a pattern
• Predicts what MAY happen, likely
• Not what WILL happen
• (Aside: The fallacy of models)
• (Aside: Teenagers ‘random’)
Wednesday, 2 October 13
23. So what?
• If the "system" ( business, call centre, sales team ...
etc) is performing correctly then 95% of variation in
results comes from the system itself
• Maybe (maybe) 5% is down to the individual
• The rest is the constraints of the training, tools,
processes and environment
Wednesday, 2 October 13
27. It is all nonsense ..
• Performance reviews
Wednesday, 2 October 13
28. It is all nonsense ..
• Performance reviews
• Targets
Wednesday, 2 October 13
29. It is all nonsense ..
• Performance reviews
• Targets
• Performance related pay
Wednesday, 2 October 13
30. It is all nonsense ..
• Performance reviews
• Targets
• Performance related pay
• Annual reviews
Wednesday, 2 October 13
31. It is all nonsense ..
• Performance reviews
• Targets
• Performance related pay
• Annual reviews
• Quarterly figures
Wednesday, 2 October 13
32. It is all nonsense ..
• Performance reviews
• Targets
• Performance related pay
• Annual reviews
• Quarterly figures
If you can’t change the
conditions of the system
you can affect maybe
5% of the outcome.
Most of the time what
you do will be swamped
Wednesday, 2 October 13
41. Deming’s 14 points
1. Constancy of purpose
2. Adopt the new
philosophy ...
8. Drive out fear ...
10. Eliminate slogans
11. Eliminate management
by objectives
12. Remove barriers to
pride of workmanship
Wednesday, 2 October 13
45. Improvement
• Who is in control of the 95%?
• Because we’ve made promises to our investors we
need 6% more sales in EMEA next year ...
Wednesday, 2 October 13
46. Improvement
• Who is in control of the 95%?
• Because we’ve made promises to our investors we
need 6% more sales in EMEA next year ...
• If we knew how to do that we’d have done it
already!
Wednesday, 2 October 13
49. Targets are wishes
• They are wishing, just like forecasts
Wednesday, 2 October 13
50. Targets are wishes
• They are wishing, just like forecasts
• Forcing improvement instead of striving for it
Wednesday, 2 October 13
51. Targets are wishes
• They are wishing, just like forecasts
• Forcing improvement instead of striving for it
• Shirking of responsibility
Wednesday, 2 October 13
52. Targets are wishes
• They are wishing, just like forecasts
• Forcing improvement instead of striving for it
• Shirking of responsibility
• If numbers are used to manage objectives they
become objectives - disconnected with reality - and
they get gamed if they are unrealistic
Wednesday, 2 October 13
53. Targets are wishes
• They are wishing, just like forecasts
• Forcing improvement instead of striving for it
• Shirking of responsibility
• If numbers are used to manage objectives they
become objectives - disconnected with reality - and
they get gamed if they are unrealistic
• Your spreadsheet has no value if it doesn’t connect
with the work
Wednesday, 2 October 13
54. Targets are wishes
• They are wishing, just like forecasts
• Forcing improvement instead of striving for it
• Shirking of responsibility
• If numbers are used to manage objectives they
become objectives - disconnected with reality - and
they get gamed if they are unrealistic
• Your spreadsheet has no value if it doesn’t connect
with the work
• You ... ?
Wednesday, 2 October 13
55. Comfort?
All the institutions you were
brought up with were designed
to work with fear and conformity
School
College
University
...
If the only model you have is a
brutal hierarchy that uses blame
then that’s what you will use.
You don’t know any better
Wednesday, 2 October 13
56. Comfort?
All the institutions you were
brought up with were designed
to work with fear and conformity
School
College
University
...
If the only model you have is a
brutal hierarchy that uses blame
then that’s what you will use.
You don’t know any better
Wednesday, 2 October 13
65. Brains
• One brain expecting
obedience
• Lots of brains working on the
work
Wednesday, 2 October 13
66. Brains
• One brain expecting
obedience
• Lots of brains working on the
work
• Who’s going to succeed?
Wednesday, 2 October 13
67. Brains
• One brain expecting
obedience
• Lots of brains working on the
work
• Who’s going to succeed?
• Helpless children or adults?
Wednesday, 2 October 13
74. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
Wednesday, 2 October 13
75. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
• Continuous improvement - Go see/Ask/Respect
Wednesday, 2 October 13
76. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
• Continuous improvement - Go see/Ask/Respect
• Not worshiping numbers
Wednesday, 2 October 13
77. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
• Continuous improvement - Go see/Ask/Respect
• Not worshiping numbers
• Can we do it differently with less waste
Wednesday, 2 October 13
78. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
• Continuous improvement - Go see/Ask/Respect
• Not worshiping numbers
• Can we do it differently with less waste
• Efficient is short term, no slack
Wednesday, 2 October 13
79. 6σ Number fetish
• Look up 3M drop six sigma
• Top down - kills innovation and ruins morale
• Continuous improvement - Go see/Ask/Respect
• Not worshiping numbers
• Can we do it differently with less waste
• Efficient is short term, no slack
• Effective is long term
Wednesday, 2 October 13
81. 6% better next year?
• Engage with the people doing the work
Wednesday, 2 October 13
82. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
Wednesday, 2 October 13
83. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
• What are we not doing that could help?
Wednesday, 2 October 13
84. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
• What are we not doing that could help?
• Do you have any suggestions we can try?
Wednesday, 2 October 13
85. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
• What are we not doing that could help?
• Do you have any suggestions we can try?
• How do we agree a measure for improvement?
Wednesday, 2 October 13
86. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
• What are we not doing that could help?
• Do you have any suggestions we can try?
• How do we agree a measure for improvement?
• Respect - transparency and honesty - no excuses
Wednesday, 2 October 13
87. 6% better next year?
• Engage with the people doing the work
• What are we doing that holds you up?
• What are we not doing that could help?
• Do you have any suggestions we can try?
• How do we agree a measure for improvement?
• Respect - transparency and honesty - no excuses
• Lots of constant, small, tangible improvements to
celebrate
Wednesday, 2 October 13
90. Numbers
• Are we improving?
• When it’s stable again, do the figures show an
improvement?
Wednesday, 2 October 13
91. Numbers
• Are we improving?
• When it’s stable again, do the figures show an
improvement?
• Before the fact - no wishing, no wishing for a
particular number
Wednesday, 2 October 13
92. Numbers
• Are we improving?
• When it’s stable again, do the figures show an
improvement?
• Before the fact - no wishing, no wishing for a
particular number
• What does success look like?
Wednesday, 2 October 13
93. Numbers
• Are we improving?
• When it’s stable again, do the figures show an
improvement?
• Before the fact - no wishing, no wishing for a
particular number
• What does success look like?
• You will need to make value judgements, and own
them - scary
Wednesday, 2 October 13
94. Numbers
• Are we improving?
• When it’s stable again, do the figures show an
improvement?
• Before the fact - no wishing, no wishing for a
particular number
• What does success look like?
• You will need to make value judgements, and own
them - scary
• Numbers are servants, not masters
Wednesday, 2 October 13
95. Tech management
The main reason we tend
to focus on the technical
rather than the human side
of the work is not because
it’s more crucial, but
because it’s easier to do.
Wednesday, 2 October 13
97. Tech management
• Numbers are just easy technology - don’t hide
behind them - get out from behind that desk
Wednesday, 2 October 13
98. Tech management
• Numbers are just easy technology - don’t hide
behind them - get out from behind that desk
• No heart!
Wednesday, 2 October 13
99. Tech management
• Numbers are just easy technology - don’t hide
behind them - get out from behind that desk
• No heart!
• Work that’s fit for humans
Wednesday, 2 October 13
100. Tech management
• Numbers are just easy technology - don’t hide
behind them - get out from behind that desk
• No heart!
• Work that’s fit for humans
• People are not algorithms or automata - nothing that
easy
Wednesday, 2 October 13
104. Hands up if ...
• You’ve ever been cooked or frozen because the air
conditioning was maintained by the cheapest
contractor
Wednesday, 2 October 13
105. Hands up if ...
• You’ve ever been cooked or frozen because the air
conditioning was maintained by the cheapest
contractor
• You work or have worked in open-plan rabbit
hutches
Wednesday, 2 October 13
106. Hands up if ...
• You’ve ever been cooked or frozen because the air
conditioning was maintained by the cheapest
contractor
• You work or have worked in open-plan rabbit
hutches
• You were situated next to the sales team who are on
the phone all day
Wednesday, 2 October 13
107. Hands up if ...
• You’ve ever been cooked or frozen because the air
conditioning was maintained by the cheapest
contractor
• You work or have worked in open-plan rabbit
hutches
• You were situated next to the sales team who are on
the phone all day
• Your time is treated as an infinite resource
Wednesday, 2 October 13
108. Hands up if ...
• You’ve ever been cooked or frozen because the air
conditioning was maintained by the cheapest
contractor
• You work or have worked in open-plan rabbit
hutches
• You were situated next to the sales team who are on
the phone all day
• Your time is treated as an infinite resource
• You cannot settle down and concentrate unless you
come in really early or stay late
Wednesday, 2 October 13
110. or ...
• Your dev team are still running on 5 year old
machines with XP on and you deploy to linux
Wednesday, 2 October 13
111. or ...
• Your dev team are still running on 5 year old
machines with XP on and you deploy to linux
• You have no idea who to contact when you want to
deploy a release, and the ops team are managed
separately so you have different definitions of urgent
Wednesday, 2 October 13
112. or ...
• Your dev team are still running on 5 year old
machines with XP on and you deploy to linux
• You have no idea who to contact when you want to
deploy a release, and the ops team are managed
separately so you have different definitions of urgent
• Your organisation uses spreadsheets to manage faults
Wednesday, 2 October 13
113. or ...
• Your dev team are still running on 5 year old
machines with XP on and you deploy to linux
• You have no idea who to contact when you want to
deploy a release, and the ops team are managed
separately so you have different definitions of urgent
• Your organisation uses spreadsheets to manage faults
• You have a lot of fire fighting heroes in your
company
Wednesday, 2 October 13
114. or ...
• Your dev team are still running on 5 year old
machines with XP on and you deploy to linux
• You have no idea who to contact when you want to
deploy a release, and the ops team are managed
separately so you have different definitions of urgent
• Your organisation uses spreadsheets to manage faults
• You have a lot of fire fighting heroes in your
company
• Someone insists you all listen to Radio 2 all day
Wednesday, 2 October 13
116. even ...
• Project oversight insist on meetings less than a day
after you’ve started because the book says so
Wednesday, 2 October 13
117. even ...
• Project oversight insist on meetings less than a day
after you’ve started because the book says so
• You have to account for your time in 15 minute
increments
Wednesday, 2 October 13
118. even ...
• Project oversight insist on meetings less than a day
after you’ve started because the book says so
• You have to account for your time in 15 minute
increments
• You can’t move people around your teams without
permission from HR
Wednesday, 2 October 13
119. even ...
• Project oversight insist on meetings less than a day
after you’ve started because the book says so
• You have to account for your time in 15 minute
increments
• You can’t move people around your teams without
permission from HR
• You need purchase orders for everything over £20
Wednesday, 2 October 13
120. even ...
• Project oversight insist on meetings less than a day
after you’ve started because the book says so
• You have to account for your time in 15 minute
increments
• You can’t move people around your teams without
permission from HR
• You need purchase orders for everything over £20
• You are measured on some arbitrary number that you
can’t do much about ;-)
Wednesday, 2 October 13
125. True empowerment
• Accountability flows up - keep the blockers out of
the way
• There are no forbidden questions or topics
Wednesday, 2 October 13
126. True empowerment
• Accountability flows up - keep the blockers out of
the way
• There are no forbidden questions or topics
• Join the dots - an environment that’s quiet,
comfortable, with plenty of room for thinking and
collaborating will pay for itself many times over
Wednesday, 2 October 13
127. True empowerment
• Accountability flows up - keep the blockers out of
the way
• There are no forbidden questions or topics
• Join the dots - an environment that’s quiet,
comfortable, with plenty of room for thinking and
collaborating will pay for itself many times over
• One brain or many brains?
Wednesday, 2 October 13
128. Ask yourself:
Are we victims of our
work or response able for
its improvement?
Wednesday, 2 October 13