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![Neurodiversity
Wikipedia: “Neurodiversity is an
approach [to looking at the way we
think and operate in different ways] …
that suggests that diverse neurological
conditions appear as a result of normal
variations in the human genome.”](https://image.slidesharecdn.com/lkce16-darkcollaboration-161110114923/85/LKCE16-Dark-Collaboration-by-Katherine-Kirk-67-320.jpg)
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LKCE16 - Dark Collaboration by Katherine Kirk
Forced collaboration in agile/lean initiatives due to increasing business demands and delivery speed can lead to collaboration fatigue and decision fatigue. This stress response can cause people to exhibit traits of the "dark triad" - narcissism, psychopathy, and Machiavellianism - in interactions. If left unaddressed, there is a risk this could develop into "dark collaboration" where people are only interested in their own needs and avoiding discomfort. The greatest threat is a shift toward "happy making" collaboration that prioritizes comfort over the critical thinking needed to drive innovation. Organizations must embrace neurodiversity in collaboration and accept that difficulty is often a sign they are having important challenges.
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LKCE16 - Dark Collaboration by Katherine Kirk
- 1. Dark collaboration THE NEW VIRALTHREAT TO AGILE/LEAN INITIATIVES LKCE 2016, KATHERINE KIRK
- 2. Agenda Intro Challenge Context Forced collaboration Speed = stress Dark collaboration Summary Anecdotes Conclusion
- 4.
- 6. True orfalse: “Making collaboration EASIER is the aim”
- 8. Collaboration fatigue −Tasler, Nick. “How to avoid collaboration fatigue”. www.hbr.org/2014/07/how- to-avoid-collaboration-fatigue/ Harvard Business Review, 10 July 2014. www.hbr.org. Decision fatigue − Craig, Lacey. “5 Ways To Minimize Decision Fatigue In Your Business”. http://www.huffingtonpost.com/lacey-craig/5-ways-to-minimize- decisi_b_9623396.html . TheHuffingtonPost.com, Inc, 06 April 2014. www.huffingtonpost.com − Bakalar, Nicholas. “Doctors and Decision Fatigue”. http://well.blogs.nytimes.com/2014/10/27/doctors-and-decision-fatigue/?_r=0 . The New York Times Company, 27 October, 2014. www.nytimes.com − Tierneyaug, John. “Do You Suffer From Decision Fatigue?” http://www.nytimes.com/2011/08/21/magazine/do-you-suffer-from-decision- fatigue.html?pagewanted=all&_r=0. The New York Times Company, 17 August, 2011. www.nytimes.com References
- 9. Dark Triad −Kaufman, Scott Barry. “The Dark Triad and Impulsivity” http://www.huffingtonpost.com/scott-barry-kaufman/dark- triad_b_890003.html. TheHuffingtonPost.com, Inc, 05 July 2011. www.huffingtonpost.com − “Dark triad” https://en.wikipedia.org/wiki/Dark_triad Diversity − MI5 Chief, Andrew Parker “MI5 head: ‘increasingly aggressive’ Russia a growing threat to UK” https://www.theguardian.com/uk- news/2016/oct/31/andrew-parker-increasingly-aggressive-russia-a-growing- threat-to-uk-says-mi5-head?CMP=share_btn_tw Stress − TED talk, Daniel Levitin (Neuroscientist) “How to Stay Calm when you are stressed” https://www.ted.com/talks/daniel_levitin_how_to_stay_calm_when_you_know _you_ll_be_stressed/transcript References (con’t)
- 10. Agenda Intro Challenge Context
- 11. “Agile/Lean collaborativeworking is a cult created by genius’ to takeover the business world in order to make money”
- 13. One personknows best Take care of royalty the most – they are the ‘HEAD’ of the universe Kill or jail anyone who is a threat Mute anyone who appears to know more Change via war, mutiny, secrecy, takeovers etc
- 14. Executive Management Culture Oneperson knows best Take care of royalty the most – they are the ‘HEAD’ of the universe “Kill or jail” anyone who is a threat Mute anyone who appears to know more Change via war, mutiny, secrecy, takeovers etc
- 16. Control Allabout me Perfection
- 18. Documentaries “Wonder ofthe Universe” – Professor Brian Cox “City in the Sky” – Campbell & Fry “The Millionaires Holiday Club”
- 19. Gordon Gekko –1980’s Motto Reality…. You can get control Its all about ‘ME’ You can get perfection Everything is in a state of change We need to collaborate (its not about ‘the me) o Interdependent ecosystem Satisfaction is hard (perfection is rare and not easily sustained)
- 21. 3 characteristics of existence Everything is in a constant state of change It’s not about “the me” (we are part of an interdependent ecosystem) We will always battle dissatisfaction
- 22. 3 characteristics of industry Everything is in a constant state of change It’s not about “the me” (we are part of an interdependent ecosystem) We will always battle dissatisfaction
- 24. Technology change in last25yrs “…it seems like 250 years have passed, not just 25…” “No industry has seen more dramatic change…over last 25 years, than technology business…”
- 26. People hadto interact to bring expertise together to find solutions − to complex technology problems − and to deliver more effectively and quickly TO MAKE THE CUSTOMER HAPPY and get better business value That’s Agile and Lean
- 27. A PRACTICALresponse to − 3 characteristics of industry − and increasing business demand
- 29. Agenda Intro Challenge Context Forced collaboration
- 30. “Techs lovecollaboration. Execs love collaboration. As soon as they do it, they can’t get enough. They do it a lot because they enjoy it so much” “Techs love hugging. Execs love hugging. As soon as they do it, they can’t get enough. They do it a lot because they enjoy it so much”
- 31. A Kanban boarddoes not mean we will all instantly get along!
- 32.
- 33. Techs like collaboratingas much as hugging
- 34. Execs like collaborating onlywith those they worship or who worship them
- 36. Agenda Intro Challenge Context Forced collaboration Speed = stress
- 37. Customer & Business Demand= Stress
- 38. “Collaboration isso fun, techs & execs are doing more and more just for the sake of it. They love it so much. In fact, they could stop collaborating if they wanted to”
- 40. Rough guess...Increasing marketdemand? Delivery cadence 1980 Every 10 years 1990 Every 5 years 2000 Every 1-2 years 2010 Every 1-6 months Now (2016) 7 times per day?
- 41. Now we haveto make more decisions than ever! No. of deliveries / year No. of interactions No of decisions For every collaboration: 2 minimum decisions (what next, due when) Yearly 1 3 (min 1 BA, 1 Dev, 1 Tester) 6 Monthly 12 36 72 Fortnightly 24 72 576 Daily 192 (4 days p/w x 48 wks) 576 1,156 7 times per day 1,344 4,032 8064 Future ???? ++++ ???? ++++ ???? ++++ Waiting for 1 person to decide = huge risk of delay
- 42. Decisions...decisions The WAYwe interact now matters more − Because its how we make decisions − It’s how we ensure Executives can make good strategy Experts ‘on the ground’ feedback VITAL information
- 43. So...here’s the issue... Decisionsneed to be made down AND up the ‘hierarchy’ now!
- 44. DECISIONS: involve wholehierarchy
- 45. We can’twait for 1 or 2 people to answer our questions We need to be empowered
- 46. Consequence of continuous collaboration! Impact of constant interaction − More delivery == more interactions − More interactions == more collaboration Collaboration = people interacting with people!!! Relying on people interaction means... Higher risk of behaviour dysfunction affecting outcome − e.g. Misunderstanding WARNING: High level of interaction not managed effectively Exhaustion, battle weary etc
- 47. This isstressing us out
- 49. Agenda Intro Challenge Context Forced collaboration Speed = stress Dark collaboration
- 50. Me, me,me Controlling Manipulative
- 51. Narcissism Psychopathy Machiavellianism
- 52. Stress/Context cantrigger a ‘soft’ combination of these traits IN ALL OF US − Narcissism me, me, me, self centred/absorbed, egotistical, grandiose − Psychopathy heartless, controlling, selfish, remorseless − Machiavellianism manipulative We all possess to some degree – on a sliding scale
- 54. Agenda Intro Challenge Context Forced collaboration Speed = stress Dark collaboration Summary
- 55. Summary “Unnaturalness” of collaborationfor Techs & Execs + business demand for more (because it works) = stress response = dysfunctional behaviour – Dark Triad = habitual responses → the threat: DARK COLLABORATION becomes a real thing?
- 56. The worst formof Dark Collaboration
- 57.
- 59. Business Needs to beSuccessful Translation The DARKEST collaboration (“Happy Making” RISK) • Differentiation • Competitive advantage • Innovation • Creative thinking • Risk identification & mitigation • Being different • Standing out • Crazy ideas • New connections • Seeing & dealing with uncomfortable truths HEAD on • “yes men” • Blending in • Comfort culture • Accepting as things are • Not challenging • Avoiding things that make us unhappy or stressed
- 60. Business Needs to beSuccessful Translation The DARKEST collaboration (“Happy Making” RISK) • Differentiation • Competitive advantage • Innovation • Creative thinking • Risk identification & mitigation • Being different • Standing out • Crazy ideas • New connections • Seeing & dealing with uncomfortable truths HEAD on • “yes men” • Blending in • Comfort culture • Accepting as things are • Not challenging • Avoiding things that make us unhappy or stressed
- 61. Business Needs to beSuccessful Translation The DARKEST collaboration (“Happy Making” RISK) • Differentiation • Competitive advantage • Innovation • Creative thinking • Risk identification & mitigation • Being different • Standing out • Crazy ideas • New connections • Seeing & dealing with uncomfortable truths HEAD on • “yes men” • Blending in • Comfort culture • Accepting as things are • Not challenging • Avoiding things that make us unhappy or stressed
- 63. Agenda Intro Challenge Context Forced collaboration Speed = stress Dark collaboration Summary Anecdotes
- 64. Anecdote 1 Raiseyour Awareness: See it
- 66. Anecdote 2 (the mostimportant one) Embrace Neurodiversity
- 67. Neurodiversity Wikipedia: “Neurodiversityis an approach [to looking at the way we think and operate in different ways] … that suggests that diverse neurological conditions appear as a result of normal variations in the human genome.”
- 68. REMEMBER Collaborative monoculture derails thepurpose of Agile/Lean: meeting market demand
- 69. Embrace difference Respect alternative views and approaches − Embrace spicy − Welcome controversy − Enjoy strange viewpoints − Take your time − Complain − Rebel YOU ARE DOING THE COMPANY A FAVOUR
- 70. @inclusivecollab (Investigate the workof Dr Sal Freudenberg)
- 72. Agenda Intro Challenge Context Forced collaboration Speed = stress Dark collaboration Summary Anecdotes Conclusion
- 73. Wrap up Unnaturalnessof collaboration for Techs & Execs + business demand for more (because it works) = stress response (Collaboration fatigue, Decision fatigue) = dysfunctional behaviour … The Dark Triad = habitual responses The threat: DARK COLLABORATION becomes a real thing Biggest threat – ‘Happy Making’ comfort collaboration Anecdote: See it, be mindful – embrace neurodiversity!
- 74. Destination EASYcollaboration = NOT TRUE Beware the slippery slope of comfort
- 76. If collaboratingis difficult – you’re probably doing the right thing!
- 77. @inclusivecollab (Investigate the workof Dr Sal Freudenberg)
- 78.