This document discusses the concept of swarming intelligence and how principles from swarm behavior in social insects can be applied to human organizations and problem solving. Some key points:
- Swarm intelligence emerges from the collective behavior of social insects like ants and bees and is characterized by flexibility, robustness, and self-organization without centralized control.
- Research into social insects can provide models to explain their effective swarm behaviors and these models can then inspire practical experiments to solve human problems. Some applications of swarm principles include open source software development and large-scale team formation events.
- For human swarms to be effective, individuals need personal autonomy while also being personally accountable. Principles like feedback, improvisation, mimicking
Session slides from a session at ATD Core 4, September 29 in New Orleans. Session description: Delivering engaging e-learning is about more than dressing up text bullets on a PowerPoint slide. How can we design online learning experiences that actually make a difference in sharing knowledge, building skills, and ultimately improving performance? In this session, we’ll investigate the many types of e-learning, check out some key principles of good design, look at loads of examples, and talk about what to avoid in e-learning.
We aren’t surprised by facial recognition at security checkpoints. But how do you feel about face-scanning toilet roll dispensers? What if they don’t just find criminals but try to detect “criminality”? Laws and policies almost always lag technology so data scientists and machine learning experts are among the first line of ethical defense. The argument in this talk is that to be ethical, any system that classifies human beings has to consider the goals of the people affected by the system, not just the builders’ goals. This is not particularly convenient, but there are concrete ways to put goal-oriented design into practice. Doing so puts us in a better position to practice ethical behavior and attempt to address problems of power and the reproduction of inequality.
The Ethics of Everybody Else | Wrangle Conference 2017Cloudera, Inc.
We aren’t surprised by facial recognition at security checkpoints. But how do you feel about face-scanning toilet roll dispensers? What if they don’t just find criminals but try to detect “criminality”? Laws and policies almost always lag technology so data scientists and machine learning experts are among the first line of ethical defense. The argument in this talk is that to be ethical, any system that classifies human beings has to consider the goals of the people affected by the system, not just the builders’ goals. This is not particularly convenient, but there are concrete ways to put goal-oriented design into practice. Doing so puts us in a better position to practice ethical behavior and attempt to address problems of power and the reproduction of inequality.
KT isn't just telling people stuff: how to plan and do effective knowledge tr...KBHN KT
January 29th Developmental Neurosciences Grand Rounds presentation at the Alberta Children’s Hospital, Calgary Alberta.
3 objectives for the talk:
1. Describe the fluid interdependencies between ongoing stakeholder engagement, the research process, and dissemination-type KT activities toward maximizing the chances for achieving impact
2. Provide practical tips on how to effectively plan for KT and/or commercialization as a process that occurs within research projects in parallel with the research itself
3. Provide information for being able to access free online KT planning tools and guides
Session slides from a session at ATD Core 4, September 29 in New Orleans. Session description: Delivering engaging e-learning is about more than dressing up text bullets on a PowerPoint slide. How can we design online learning experiences that actually make a difference in sharing knowledge, building skills, and ultimately improving performance? In this session, we’ll investigate the many types of e-learning, check out some key principles of good design, look at loads of examples, and talk about what to avoid in e-learning.
We aren’t surprised by facial recognition at security checkpoints. But how do you feel about face-scanning toilet roll dispensers? What if they don’t just find criminals but try to detect “criminality”? Laws and policies almost always lag technology so data scientists and machine learning experts are among the first line of ethical defense. The argument in this talk is that to be ethical, any system that classifies human beings has to consider the goals of the people affected by the system, not just the builders’ goals. This is not particularly convenient, but there are concrete ways to put goal-oriented design into practice. Doing so puts us in a better position to practice ethical behavior and attempt to address problems of power and the reproduction of inequality.
The Ethics of Everybody Else | Wrangle Conference 2017Cloudera, Inc.
We aren’t surprised by facial recognition at security checkpoints. But how do you feel about face-scanning toilet roll dispensers? What if they don’t just find criminals but try to detect “criminality”? Laws and policies almost always lag technology so data scientists and machine learning experts are among the first line of ethical defense. The argument in this talk is that to be ethical, any system that classifies human beings has to consider the goals of the people affected by the system, not just the builders’ goals. This is not particularly convenient, but there are concrete ways to put goal-oriented design into practice. Doing so puts us in a better position to practice ethical behavior and attempt to address problems of power and the reproduction of inequality.
KT isn't just telling people stuff: how to plan and do effective knowledge tr...KBHN KT
January 29th Developmental Neurosciences Grand Rounds presentation at the Alberta Children’s Hospital, Calgary Alberta.
3 objectives for the talk:
1. Describe the fluid interdependencies between ongoing stakeholder engagement, the research process, and dissemination-type KT activities toward maximizing the chances for achieving impact
2. Provide practical tips on how to effectively plan for KT and/or commercialization as a process that occurs within research projects in parallel with the research itself
3. Provide information for being able to access free online KT planning tools and guides
Touch Drive - A touch-based multi-function controller for autonomous drivingJuntima Nawilaijaroen
Msc. Interaction Design and Technologies Master Thesis Presentation
A design solution is proposed in this thesis, which aims to establish a convenient way for controlling autonomous cars and at the same time enables the user to control tertiary features unrelated with the driving task.
Introducing four different complementary architectural - CQRS, Event Sourcing, CQS and Domain Driven Design. Looking at an architecture that would use all of these. Acknowledging that it's never been truly successful.
The proof is in: There's no scientific basis that learning styles or Meyers-Briggs personality types exist. So much of what educators have based adult learning design on is flawed, so what kind of new educational paradigm is needed?
The answer lies in the findings of neuroscientists who show that not only can engagement enhance adult learning, it can aid retention and application. But that depends on how you craft your education design and engagement strategy. This presentation shows you how to use the latest scientific findings on how the brain works and apply it to your educational programs.
For more education about meeting/education design, visit: http://planyourmeetings.com. Find an event near you at http://planyourmeetings.com/events.
A simple look at the real people behind data, and how involving them in your design process can make a world of difference in your end product. Plus - how using Agile methodology can aid a 'user focused philosophy' to iteratively and continually improve.
What constitutes engagement during an education program? What factors compete for the brain’s attention? How does the definition of engagement change based on group demographics? Bring your ideas and your questions to this interactive session where we will spark discussion with industry expert Kristi Casey Sanders and crowdsource leading-edge ideas on engaging attendees and helping them learn at meetings and events.
Learning objectives:
• Define engagement in an educational context.
• Understand how engaging the brain in different ways affects learning and memory.
• Identify ways to customize engagement to group demographics.
• Discuss possible new educational paradigms.
This session is worth 1 CMP-IS clock hour in Strategic Domain G: Meeting or Event Design.
Originally commissioned for 2015 ASAE Great Ideas Conference, Next Generation Learning Track. Meeting and event planners interested in attending can next catch this session at PYM LIVE Chicago on April 23, 2015: https://pymlivechicago2015.topi.com/.
For upcoming events, visit: http://planyourmeetings.com/events
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Touch Drive - A touch-based multi-function controller for autonomous drivingJuntima Nawilaijaroen
Msc. Interaction Design and Technologies Master Thesis Presentation
A design solution is proposed in this thesis, which aims to establish a convenient way for controlling autonomous cars and at the same time enables the user to control tertiary features unrelated with the driving task.
Introducing four different complementary architectural - CQRS, Event Sourcing, CQS and Domain Driven Design. Looking at an architecture that would use all of these. Acknowledging that it's never been truly successful.
The proof is in: There's no scientific basis that learning styles or Meyers-Briggs personality types exist. So much of what educators have based adult learning design on is flawed, so what kind of new educational paradigm is needed?
The answer lies in the findings of neuroscientists who show that not only can engagement enhance adult learning, it can aid retention and application. But that depends on how you craft your education design and engagement strategy. This presentation shows you how to use the latest scientific findings on how the brain works and apply it to your educational programs.
For more education about meeting/education design, visit: http://planyourmeetings.com. Find an event near you at http://planyourmeetings.com/events.
A simple look at the real people behind data, and how involving them in your design process can make a world of difference in your end product. Plus - how using Agile methodology can aid a 'user focused philosophy' to iteratively and continually improve.
What constitutes engagement during an education program? What factors compete for the brain’s attention? How does the definition of engagement change based on group demographics? Bring your ideas and your questions to this interactive session where we will spark discussion with industry expert Kristi Casey Sanders and crowdsource leading-edge ideas on engaging attendees and helping them learn at meetings and events.
Learning objectives:
• Define engagement in an educational context.
• Understand how engaging the brain in different ways affects learning and memory.
• Identify ways to customize engagement to group demographics.
• Discuss possible new educational paradigms.
This session is worth 1 CMP-IS clock hour in Strategic Domain G: Meeting or Event Design.
Originally commissioned for 2015 ASAE Great Ideas Conference, Next Generation Learning Track. Meeting and event planners interested in attending can next catch this session at PYM LIVE Chicago on April 23, 2015: https://pymlivechicago2015.topi.com/.
For upcoming events, visit: http://planyourmeetings.com/events
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Hard to Reach Users in Easy to Reach PlacesMike Crabb
Presentation given at UX Scotland 2019 by Michael Crabb and Rachel Menzies. Work based on the User Centre that is based in the Department of Computing at the University of Dundee
Lessons-learned from embedding design into a developmental evaluation: The si...Chi Yan Lam, CE
Presented at the 2015 Annual Conference of the American Evaluation Association #eval15. ABSTRACT: Recent attempts at developmental evaluation (DE) are incorporating human-centered design (HCD) principles (Dorst, 2011; IDEO, n.d.) to facilitate program development. HCD promotes a design-oriented stance toward program development and articulates a set of values that focuses the evaluation beyond those ideals expressed by stakeholders. Embedding design into DE promises to offer a more powerful means to promoting program development beyond either approach alone. Yet, embedding design into DE introduces additional challenges. Drawing on a case study into a design-informed DE, this panelist discusses the tensions and challenges that arose as one developmental evaluator attempted to introduce design into a DE. Insights from the case study point to the importance of:
- Attending to power dynamics that could stifle or promote design integration; and,
- Evaluator sensitivity over the deep attachment program developers had over program decisions
These findings allude to the significance of organizational culture in enabling a design-informed DE.
Creating success through health. Workplace health and wellness strategiesDr Gary Tho
the slide deck of a keynote i presented about workplace health strategies. We need to understand that health is more than an insurance premium or a whole body check up? It's about getting your mind and body 360 degrees, well. We do that through wellness profiling that assess 44 different areas of a persons life to determine what they are passionate and inspired to do, and the areas they could benefit from training, events and support.
These 44 markers fall into 9 ares:
STRESS
PACE OF LIFE
PHYSICAL HEALTH
MENTAL WELLBEING
WELLNESS BEHAVIOURS
COPING WITH PRESSURE
ATTITUDES TOWARDS HEALTH
SATISFACTION WITH LIFESTYLE
MANAGING HEALTH & WORK ISSUES
For more information, please drop me a message on linkedin!
Dr.N.Asokan, Entrepreneur Characteristics, Purpose, Fanatic Discipline, Life Long Self Learning, Competency, Service Mindset, Personal Mastery, High Energy, Trusted Relationship, Story Telling, System Thinking, Mentor, Grey Area, Complexity
Simplicity, MACAPPSTUDIO, Rethink
A slide set to accompany an NKCS conversation on our emerging instructional coaching model... with the expert consultation of author, coach, and coach of coaches: Diane Sweeney. (www.dianesweeney.com)
Busy? We all have the same amount of time, 168 hours per week. Yet some of us are in a state of flow, while others are managing overwhelm. We feel stress when the way we spend our time is misaligned with our values. This slide deck will help you get back in control, so you can spend your precious time doing what you love most.
Después de haber asistido al GWC15 en Barcelona, es necesario compartir un resumen del gran aprendizaje expuesto por los conferencistas, emprendedores, empresas del área, etc.
How can documentation become inherently Agile?eBranding Ninja
How can you foster a culture that gets your developers excited about documentation? How can you foster a culture that gets your developers excited about pleasing their customers?
Documentation is still the most important thing developers continually respond as most affecting their decision making. Frankly caring about documentation shows you care about the developer, whether external or internal. Yet, documentation is constantly pushed to the wayside, aligning that idea with Waterfall and top-down development. How do you then foster a culture that gets your developers excited to create documentation? And as an extension, how do you get your developers excited about pleasing their customers?
Start out by automating what you can and then creating a process. Documentation is something that requires discipline. It’s up to your team to identify what interruptions are constantly being pointed to as excuses for not completing the documentation. Then, you can put an investment into your documentation, looking to first solve and reduce those interruptions, making documentation the way you address repeated issues and make your customers more autonomous.
Documentation is actually particularly important to the Scrum process, where "documented" is part of the definition of "Done." Documentation can also be a good team-building exercise as it invites everyone to take ownership of their own piece. It also keeps everyone cognizant of keeping the code itself simple and self-explanatory. And it's especially important for team communication and collaboration as, with microservices, containers and the like, our developers gain autonomy, but there's a struggle to work out loud so you know what everyone else is doing.
Finally, someone should be in charge of managing the documentation -- someone with a tech background but some marketing savviness -- to curate it all, helping to make sure it's there and that it tells a clear story that's easy to search through, but that also supports the overall business proposition.
This talk was first given at AgiNext 2017, London.
http://2017.aginext.io/
Images compliments of New Old Stock http://nos.twnsnd.co/
Because today every time we choose an algorithm, a dataset, a framework, even a plugin, our decision may have tremendous consequences on people near and far around us.
As we, in the tech industry, slowly come to realise the power we wield, we urgently need to train our brains into an ethical decision-making framework.
How can we make sure our choices won't harm others?
The audience here were design & digital agencies.
I shared what I learned about UX.
UX is not UI. UX is about empathy. UX is ideating, iterating and collaborating for solutions.
i-lovelearning Madrid 2017 | The Role of L&D in the Modern Organisation [EN]Netex Learning
The role of L&D is changing. Ed Monk, MD of The Learning and Performance Institute, reviewed the changes his organisation have noticed within L&D departments and discussed what the future holds at i-love learning Madrid event on February 17th, 2017.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. S W A R M
a large number of animate or inanimate things massed together and
usually in motion.
- M E R R I A M - W E B S T E R . C O M
4. S W A R M
I N T E L L I G E N C E
The collective behavior that
emerges from a group of social
insects has been dubbed “swarm
intelligence”
S W A R M I N T E L L I G E N C E : H B R [ 2 0 0 1 ]
5. C H A R A C T E R I S T I C S
• Flexibility
C O L O N Y C A N A D A P T T O C H A N G I N G E N V I R O N M E N T
• Robustness
G R O U P C A N P E R F O R M I T S F U N C T I O N S E V E N W H E N
I N D I V I D U A L S F A I L S
• Self-Organization
N E I T H E R C E N T R A L L Y C O N T R O L L E D N O R L O C A L L Y
S U P E R V I S E D
S W A R M I N T E L L I G E N C E : H B R [ 2 0 0 1 ]
6. 2 0 0 M I L L I O N I N S E C T S F O R E V E R Y H U M A N O N
P L A N E T
S O U R C E : B U G I N F O - S M I T H S O N I A N I N S T I T U T I O N
7. R E S E A R C H
• Observe social insect behavior
• Develop a model that explains
• Use model as inspiration
• Create practical experiments to solve similar problems
] B I O L O G I S T S
9. What can nature teach us
(humans) about organization?
How can we apply principles
learned from nature to our
advantage?
Is there a practical way to use
these strategies?
10. D I S C L A I M E R
R E S E A R C H E
R
E R U D I T
E
T I N K E R
11. S W A R M I N G : P E O P L E
everyonedoing
differentthings
every one doing same thing
Soldiers in Parade
(little or no individual autonomy)
People at a mall
(high individual autonomy)
S O M E K I N D O F
C O O R D I N A T E D
R E S P O N S E
12. C O N V E N T I O N A L N O T I O N S
• swarming is a fire drill
• swarming means every body works on the same thing
• swarming means absence of rules or processes
• swarming is equally useful in all environments
13. E R R O R I S A R C H I T E C T U R E
contribute to their success by enabling them to discover and EXPLORE in add
14. P R I N C I P A L G O A L
Swarming is about exploring
for varieties in response and
exploiting options that yield
“good” outcomes.
“varietyisabsenceofuniformity”-Ashby
15. A S H B Y ’ S L A W O F R E Q U I S I T E V A R I E T Y
responsevariety demand variety from environment
“Restrictions of variety in
outcomes to the subset that
is valued as “good”
demands certain variety in
response to variety in
demand from environment”
“survive”
Vr > Vo
“fail”
Vr < Vo
16. E X A M P L E
Scrum “Team Awesome” is facing a tight deadline with stakeholders (five)
demanding increase in scope and cannot find agreement. Stakeholders
frequently make direct requests to team members
What are some possible outcomes ?
• M I S S E D D E L I V E R Y D A T E
• M I S S E D D E L I V E R Y S C O P E O N D A T E
• M I S S E D D E L I V E R Y D A T E A N D S C O P E
• “ T E A M A W E S O M E ” R E P R I M A N D E D
• S T A K E H O L D E R ( S ) A P O L O G I Z E F O R C O N F U S I O N ; )
• P R O D U C T S H I P P E D O N T I M E , W I T H A L L S C O P E A N D P O O R Q U A L I T Y
• E X P E C T A T I O N S A R E W E L L M A N A G E D A N D R I G H T P R O D U C T I S S H I P P E D A T T H E R I G H T
T I M E W I T H T H E R I G H T Q U A L I T Y ( “ G O O D ” O U T C O M E )
• E T C . .
17. E X A M P L E
How should this scrum team respond ?
I D E O L O G I C A L
Product Owner takes ownership of prioritizing
product backlog and responsibility of managing
stakeholder politics/expectations to effectively
take ownership of date and scope changes.
T Y P I C A L
Every team member does their own thing. Some
work late to meet their favorite/feared
stakeholder’s requirements. Others feel
overwhelmed and dig into their module of
technical system.
C O N V E R G E N C E D I V E R G E N C E
O U T C O M E
Depends on “talent” of product owner
O U T C O M E
Unpredictable, Luck dictates!
18. Trying to get stakeholder(s) to
agree will eat away valuable time
away from already tight schedule.
Reducing scope will likely upset
one or more stakeholders who
may stand in way of funding next
project or result in a crappy
product or both.
E X A M P L E : V A R I E T Y I N C H A L L E N G E S
• Tight deadline
• Multiple stakeholders
• increase in scope
• agreement between stakeholder(s)
• Stakeholders assigning work to team
members
At least five (5), most likely much higher
than 5, when stakeholder’s perspective is
included.
20. “ V A R I E T Y D E S T R O Y S V A R I E T Y ”
A S H B Y ’ S L A W
Variety of challenge must be met with variety in response
i.e., Must address all challenges simultaneously not individually
21.
22. “ C O M P L E T E A C T I O N B R I N G S I N T E L L I G E N C E ”
Theories, ideas, belief’s, dogma’s kill originality and create divides.
Total action unites.
- J I D D U K R I S H N A M U R T H Y
Striving for Ideals of “being _____ (agile)” get in the way of doing.
23. S W A R M I N G E X A M P L E S ( P E O P L E )
• Open Space Technology
• Wikipedia
• Large Scale Agile team formation events
• Open Source
24. W H E N A S I M P L E R L I N E A R *
R E S P O N S E C A N B E
A T T E M P T E D , T R Y T H A T
F I R S T .
* R E S P O N S E I N A L I G N M E N T W I T H P R O B L E M V E C T O R I S A
L I N E A R R E S P O N S E . E X A M P L E A T E C H N I C A L R E S P O N S E
T O A T E C H N I C A L P R O B L E M
25. S W A R M I N G T R I G G E R S
• Typical linear response did not work
• Feeling overwhelmed
• Too many issues at the same time
• Environment introduced new variety
of challenge
• Mismatched anxiety
• Inability to understand pattern in
demand variety
27. A C T I O N B I A S
• Explore and Exploit are
action states. “Try over
think”
• If a variation works, exploit
it further; ask not why it
works.
28. D Y N A M I C C O N T E X T
• Do not assume environment to
be unchanging.
• Accept that solutions are valid
merely to the point they are
working
29. G I V E U P O N
U N D E R S T A N D I N G
• Do not attempt to “fully”
understand.
• Collect
information/measurements
necessary for job, no more.
30. P A T T E R N S K E P T I C
• A recognizable pattern
within; never describes the
“whole”.
• Knots : Utterly un-
uderstandable areas of
problem or solution.
32. T E N E T :
P E R S O N A L A U T O N O M Y
Individual in a Swarm can choose to
maintain “explore” or “exploit” state
on their own accord, irrespective of
the overall state of swarm.
33. T E N E T : P E R S O N A L A C C O U N T A B I L I T Y
You are completely and exclusively responsible for your own
actions. “just doing what I’m told” - is a cop out.
34. T E N E T : F E E D B A C K
Anyone and Everyone impacted by a member behavior provides
“impact feedback” (not judgmental) to member (only)
AND
Once and only once.
35. T E N E T : I M P R O V I S E
Support, follow, help individual’s or group’s objective by your
actions, in your own way.
36. T E N E T : M I M I C
When in doubt, copy someone.
37. T E N E T : B Y E X A M P L E
No one can decide for another. You decide - you act.
38. T E N E T : E X P U L S I O N
If you are on your own, then you
have divorced from swarm or
expelled by swarm. To participate
join others.
39. T E N E T : R E C R U I T I N G
When others mimic or act in support of your
task, you have recruited.
40. T E N E T : C O N N E C T E D R E S P O N S I V E N E S S
“Vulnerability (fragility) is connectivity without responsiveness.
Responsiveness enables connectivity to lead to opportunity.”
- N . T A L E B ( A N T I F R A G I L I T Y )
41. T E N E T : O B J E C T I O N
I Know it to be wrong.
I think
I guess
experience
43. M A N A G E M E N T B Y A B S T R A C T I O N
R E S O U R C E = M E A T B A S E D F U N G I B L E P R O G R A M M I N G U N I T
K E Y P E R F O R M A N C E I N D I C A T O R S
P R O X Y A U T H O R I T Y
E M P L O Y E E S E X P E C T E D T O D O W H A T T H E Y A R E T O L D
L O C A L I Z E D M E T R I C S
D I S S E C T E D G O A L S
M A T R I X , H I E R A R C H I C A L , B U N C H O F B O X E S A N D A R R O W S
P E R F O R M A N C E A P P R A I S A L S
“ M O R E I S B E T T E R ”
T A N T R U M D R I V E N : I W A N T A L L S C O P E , O N T I M E , O N B U D G E T , I W A N T I T , I W A N T I T , I W A N T I T …
“ R U N I T B Y M E F I R S T ”
L O C A L O P T I M I Z A T I O N S
P R O X Y M E A S U R E M E N T S
T O K E N M I L L E N N I A L
S H A R E H O L D E R V A L U E O P T I M I Z A T I O N
B A D P R O F I T S
U N I N S P I R I N G L E A D E R S H I P
R E P O R T I N G
C H I E F M O T I V A T I O N A L F A C T O R : C Y A
C H A I N O F C O M M A N D
D I S E N G A G E D E M P L O Y E E S
N O I N V E S T M E N T I N D E V E L O P I N G E M P L O Y E E C O M P E T E N C Y
F E A R O F R E J E C T I O N
M O D E L O B S E S S I O N
I G N O R I N G “ R O U G H N E S S ” O F R E A L I T Y
L A C K O F P R I O R I T I Z A T I O N
W O R K E R S A R E P E R C E I V E D T O B E L A Z Y & M A N A G E M E N T T O B E D U M B
“Thereisnoproblemthatadding
anotherlayerofmanagement
cannotresolve”
OPERATINGMANTRA
45. B L A M E
Desire to have someone to blame will
always impose hierarchical
ineffectiveness to cooperation
46. L I M I T I N G O R G A N I Z A T I O N
I N T E L L I G E N C E ?
Managers often live with a
problem they do not
understand, but cannot
accept a solution they do
not understand.
47. - Y V E S M O R V E U X
“When we don't cooperate we need more time, more equipment,
more systems, more teams”
48. M A N A G E C O N T E X T
C O N T R O L O U T C O M E S
“All gardeners live in beautiful places because they make them so”
- J O S E P H J O U B E R T
49. G R E A T E R C A U S E
“We are little men serving great causes,
but because the cause is great, something
of that greatness falls upon us also.”
- J A W A H A R L A L N E H R U , 1 9 4 6
RESHAPECULTURE
50. - C E O L E G O G R O U P : J O R G E N V I G K N U D S T O R P
“Blame is not for failure. It is for failing to help or ask for help”
51.
52. C H A M P I O N F O R M O R A L A N D E T H I C A L
R E S P O N S I B I L I T Y
53. - D A V I D M A R Q U E T
“When people feel like they matter, they make decisions as if the
CEO is behind them or make even better decisions”
H T T P S : / / W W W . Y O U T U B E . C O M / W A T C H ? V = O Q M D L C Y E S _ Q
54. T O B E C O N T I N U E D …
E V O L U T I O N I S A W O R K I N P R O G R E S S
55. I N S P I R A T I O N
Yaneer Bar-Yam : http://new.livestream.com/wikimania/saturday2014/videos/58728433 : Wikimania 2014 London
Yves Morveux : https://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_simplify#t-7329 : Ted
Talks 2013
Eric Bonabeau and Christopher Meyer: Swarm Intelligence
Steven Johnson : Emergence
Principles of self-organizing systems - W.Ross Ashby
Requisite variety and its implications for control of complex systems - W. Ross Ashby 1958
David Marquet: https://www.youtube.com/watch?v=OqmdLcyES_Q
Nassim Nicholas Taleb : Anti-fragility : Things that gain from disorder (Incerto)
Dee Hock : Birth of Chaordic age
56. M E D I A C R E D I T S
F I R E F L I E S S Y N C : H T T P S : / / W W W . Y O U T U B E . C O M / W A T C H ? V = S R O K Y E L A W B O
T O O M A N Y C O O K S S P O I L T H E B R O T H : N E I L M O R A L E E : F L I C K R
S T A R L I N G S W A R M : G A I L J O H N S O N : F L I C K R
B E E C O L O N Y : U S D E P T O F A G R I C U L T U R E : 2 0 1 3 0 5 2 2 - N R C S - L S C - 0 1 8 0
S W A R M O F B I T I N G M I D G E S O N S O C C E R F I E L D : W O O D L E Y W O N D E R W O R K S : F L I C K R
S O U T H W E S T 7 3 7 P R E P A R E S F O R E A R L Y M O R N I N G D E P A R T U R E : A N G E L O D E S A N T I S
T H E R E T U R N O F T H E K I N G S C E N E 1 3 8 : A N D Y Z E I G E R T : F L I C K R
Q U A D R A T U R E S : G R A S P L A B : H T T P S : / / W W W . Y O U T U B E . C O M / W A T C H ? V = Y Q I M G V 5 V T D 4 # T = 7 4
W R O N G W A Y : R O B E R T F O R N A L : F L I C K R
R O B O T B U S I N E S S M A N : I O S P H E R E : H T T P : / / F R E E D I G I T A L P H O T O S . N E T
I N D I A N A L P H O N S O M A N G O - P A R S H O T A M L A L T A N D O N : F L I C K R
C H O C O L A T E B O X : J A S O N S E B B A R B E R : F L I C K R
A N T S A S I M U L A T I O N : D I G I T A L F R O N T I E R S : H T T P S : / / W W W . Y O U T U B E . C O M / W A T C H ? V = K N 0 M 4 9 I Q F R C
M E X I C A N W A V E 2 0 1 3 H D : H T T P S : / / W W W . Y O U T U B E . C O M / W A T C H ? V = 9 I F C F W S E T D Y
T H E L I V E R P O O L C E N T R A L L I B R A R Y : T E R R Y K E A R N E Y : F L I C K R
C O S C H D A : 4 6 / 3 6 5 : F L I C K R
M I N D T H E G A P : M A R C O L E O : F L I C K R
E A R T H E A S T : N A S A
Y O U H A V E F A I L E D M E B R A I N : R O B O C O L D E C A L : C O P Y R I G H T U N C E R T A I N
T H A N K S G I V I N G P O S T C A R D S - 0 9 5 : A R T V I N T A G E 1 8 0 0 S . E T S Y . C O M : F L I C K R
D Y E : I K A M A Y A M A : F L I C K R
T H E M I R R O R : R I C C A R D O C U P P I N I : F L I C K R
M I R R O R M I R R O R : M A R K O K I V E L A : F L I C K R
R A M B O : W I K I P E D I A
B L A M E : 周 小 逸 I A N : F L I C K R
D O N T B L A M E U S : R E D W O L F O Z : F I C K R
C H I L D E R N P L A Y I N G A T G R E E N W I C H P A R K 4 : V I S I T G R E E N W I C H : F L I C K R
S T O P 1 : T E U N I E V A N H E R N E N : F L I C K R
J A N M A S H T A M I C E L E B R A T I O N S I N M U M B A I , I N D I A : S A N D E E P A C H E T A N : F L I C K R
C O M P A S S S T U D Y : C A L S I D Y R O S E : F L I C K R
R A N D O M S C A L E F R E E N E T W O R K : S I M O N C O C K E L L : F L I C K R
C R Y S T A L C A S T L E G A R D E N W O R K E R S : J O H N : F L I C K R
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