Lean agile scotland 2013

@cyetain
What is the
Value of
Social Capital?

@cyetain
blog http://jabe.co
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Joshua (Jabe) Bloom
&
CTO:

@cyetain
To envision the the types
technology that teams may
reasonably be expected produce
in 5-10 years and to prepare
those teams to envision, create,
produce, and support that
technology.

@cyetain
Write Down:
What Properties Does
Your Ideal Software
Architecture Have?

@cyetain
Your Value Stream
is a Linear View of
your Social Network

@cyetain
By making embodied
experience, skills & knowledge
(both tacit and explicit) available
on demand; structures capable
of dynamic teaming gain
significantly higher resiliency

@cyetain
Pareto Team
Stability

@cyetain
Emergent Slack
Be Seen Reading at
Work
Resilience with Benefits

@cyetain
What is Social
Capital?
Short Answer:
An organizations ability to distribute and
leverage TRUST

@cyetain
Evolution of
Capital
Capital
1700 1850 1950 2000
Human Capital
Intellectual Capital
Social Capital

@cyetain
The human capital
explanation of the
inequality... people who do
better are more able
individuals;
Social capital explains how
people do better because
they are somehow better
connected...
-Ronald S. Burt

@cyetain
Social capital can be
measured by the amount of
trust and “reciprocity” in a
community or between
individuals
-Robert Putnam

@cyetain
Social Capital is the stock of active
connection among people; the trust,
mutual understanding, and shared
values and behaviors that bind the
members of human networks and
communities and make cooperative
action possible
-Don Cohen, Laurence Prusak

@cyetain
Nature of
Knowledge Work

@cyetain
Working
Pin
Car
Artifacts
Code
Hammering
Carrying
Thinking
Creating
Work

@cyetain
It has been said that
man is a rational
animal. All my life I
have been searching
for evidence which
could support this.
-Russell

@cyetain
Work != Working != Worker
Pin
Car
Artifacts
Code
Hammering
Carrying
Thinking
Creating
HUMANS
Bounded:
Perception
Understanding
Rationality

@cyetain
Knowledge can only be volunteered it
cannot be conscripted.
We only know what we know when we
need to know it.
Everything is fragmented
The way we know things is not the way
we report we know things.
We always know more than we can say,
and we will always say more than we
can write down.
-Snowden

@cyetain
The act of creating
value via information
has a temporal nature.
The optimal Methods,
Tools and Individuals
to create value change
as information moves
from local to
distributed

@cyetain
The Problem of
Expertise

@cyetain
Impact of
Knowledge Transfer
Constrains on
Human Systems

@cyetain
Information, skill and
knowledge are embedded in
networks and relationships.
Individuals, instead of “owning”
information, attract, translate
and know how to and where to
access to the information that
emerges in the networks around
them.

@cyetain
unstable externalities
continuous
disequilibrium
coevolution

@cyetain
assignment
OPPORTUNITY

@cyetain
The advantage created by a
person’s location in a structure of
relationships is known as social
capital.
...The advantage is visible when
certain people, or certain groups
of people, do better than equally
able peers.
-Ronald S. Burt

@cyetain
n(n-1)/2
n = number of people

@cyetain
The Performance of OVERLY
connected organizations falls

@cyetain
Punctuated
Equilibrium

@cyetain
Three benefits of bridging
structural holes can be expected:
Access to alternative opinion and
practice, early access to new
opinion and practice, and an
ability to move ideas between
groups where there is advantage
in doing so.
-Ronald Burt

@cyetain
The value of a relationship
is not defined inside the
relationship; it is defined
by the social context
around the relationship.
-Ronald Burt

@cyetain
People strongly
connected are likely
to provide redundant
information.
-Ronald S. Burt

@cyetain
Instead of seeing people as
the source of information,
clusters are the source and
people are ports of access
to the information that
circulates around them.
-Ronald S. Burt

@cyetain
Change the patterns of
participation, and you change the
organization. At the core of the 21st
century company is the question of
participation. At the heart of
participation is the mind and spirit
of the knowledge worker...
-John Seely Brown

@cyetain
Conway’s Law
organizations which design systems...
are constrained to produce designs
which are copies of the
communication structures of these
organizations

@cyetain
Because the design that occurs
first is almost never the best
possible, the prevailing system
concept may need to change.
Therefore, flexibility of organization
is important to effective design.
-Fred Brooks

@cyetain
Teaming is a verb. It is a dynamic
activity, not a bounded, static
entity. It is largely determined by
the mindset and practices of
teamwork, not by the design and
structures of effective teams.
Teaming is teamwork on the fly.
-Amy C. Edmondson

@cyetain
It is hardly possible to overrate the value
… of placing human beings in contact
with persons dissimilar to themselves, and
with modes of thought and action unlike
those with which they are familiar. …
Such communication has always been,
and is peculiarly in the present age, one
of the primary sources of progress.
-John Stuart Mill

@cyetain
Fast-moving work environments need
people who know how to team, people
who have the skills and the flexibility
to act in moments of potential
collaboration when and where they
appear. They must have the ability to
move on, ready for the next such
moments. Teaming still relies on old-
fashioned teamwork skills such as
recognizing and clarifying
interdependence, establishing trust, and
figuring out how to coordinate.
-Amy C. Edmondson

@cyetain
David Anderson
Jim Benson
Donald Reinertsen
David Snowden
Staff of TLC
Ronald BurtAdam Yuret
Chris Matts
Amy C. Edmondson

@cyetain
If you want truly
to understand
something
try to change it
-Kurt Lewin

@cyetain
blog http://jabe.co
Send Anonymous Feedback
http://sayat.me/jabebloom
Joshua (Jabe) Bloom

Lean agile scotland 2013

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