It's not simple at all

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Organisations and usually pretty bed when it comes to self diagnose their own problem and even worse when choosing a solution for the badly diagnosed problem.

Understanding the basic of complexity and system thinking can help a lot, providing foundations for a different mindset and a surprising solutions toolkit.

Published in: Business

It's not simple at all

  1. 1. It’s not simple at all! alberto.brandolini@avanscoperta.it @ziobrando
  2. 2. About  me Nell’IT  dai  tempi  dello  ZX  Spectrum   Generalmente  in  proge8  di  grandi  dimensioni   NonSoloCodice   Trainer  (Freelance  &  Skills  Ma@er)   Technical  Writer   Blogger:  h*p://ziobrando.blogspot.com   Twi@er:  ziobrando   My  e-­‐mail:   alberto.brandolini@gmail.com
  3. 3. ©  Alberto  Brandolini  2009 ! www.avanscoperta.it   avanscoperta.wordpress.com   alberto.brandolini@avanscoperta.it   !
  4. 4. But really, my job is...
  5. 5. I want to improve efficiency of software development.
  6. 6. I want to improve efficiency of software development. I want io improve efficiency of software development
  7. 7. Can I have a look to source files?
  8. 8. ...I’ll take it as a “no”...
  9. 9. Attitude towards change
  10. 10. Maybe, that evening, on the beach, we haven’t said it all...
  11. 11. I want to improve efficiency of software development.
  12. 12. I want to improve efficiency of software development. ...with all the appropriate means
  13. 13. I want io improve efficiency of software development too.
  14. 14. I want io improve efficiency of software development too. Without discussion the organization chart
  15. 15. I want io improve efficiency of software development too. Without discussion the organization chart Spending little
  16. 16. I want io improve efficiency of software development too. Without discussion the organization chart Spending little While I do something else
  17. 17. I want io improve efficiency of software development too. Without discussion the organization chart Spending little While I do something else Impacting development team
  18. 18. I want io improve efficiency of software development too. Without discussion the organization chart Spending little While I do something else Impacting development team Avoiding sensible discussions
  19. 19. I want io improve efficiency of software development too. Without discussion the organization chart Spending little While I do something else Impacting development team Avoiding sensible discussions Without raising conflicts
  20. 20. I want io improve efficiency of software development too. Without discussion the organization chart Spending little While I do something else Impacting development team Avoiding sensible discussions Without raising conflicts Writing guidelines
  21. 21. NO. I don’t write guidelines.
  22. 22. Why Not?
  23. 23. Dreyfus Model of Skill Acquisition
  24. 24. Novice Advanced beginner Competent Proficient Expert •transcends reliance on rules, guidelines, and maxims •"intuitive grasp of situations based on deep, tacit understanding" •has "vision of what is possible"
  25. 25. ...it wasn’t Dreyfus
  26. 26. Reactive Management
  27. 27. Gli sviluppatori si licenziano Our problem
  28. 28. Gli sviluppatori si licenziano ? Ok, ma perché?
  29. 29. Alcuni sviluppatori si licenziano Vogliono guadagnare di più Il denaro fa girare il mondo... Il management reattivo, affronta di petto la situazione
  30. 30. Alcuni sviluppatori si licenziano Vogliono guadagnare di più Il denaro fa girare il mondo... Il management reattivo, affronta di petto la situazione €€€
  31. 31. ©  Alberto  Brandolini  -­‐  2008-­‐2011 Knowledge  WorkersBribing
  32. 32. avanscoperta Checkpoint How many people have you seen exiting SATISFIED from HR/Boss office after getting a salary raise this way?
  33. 33. Are we really ONLY mercenaries? If you still haven’t, please read this book or watch the RSA video.
  34. 34. Incentives kill intrinsic motivation the prize substitutes the real reasons why we do something that we like
  35. 35. Incentives harms our work quality
  36. 36. Incentives: they do work for repetitive/tiring duties. They do NOT work for creative and problem solving tasks
  37. 37. Software Development?
  38. 38. We already had motivations
  39. 39. ...we are those human beings getting emotional for the phrase:
  40. 40. ...we are those human beings getting emotional for the phrase: “It works, now.”
  41. 41. Gli sviluppatori si dimettono Ricevono un'offerta migliore Gli sviluppatori restano Motivazioni uccise Motivazioni frustrate Ignorate le motivazioni intrinseche Benvenuti! Givin’it a closer look
  42. 42. ...we wanted only one thing
  43. 43. Autonomy
  44. 44. belly-driven decisions
  45. 45. Gli sviluppatori si dimettono Ricevono un'offerta migliore Gli sviluppatori restano Motivazioni uccise Motivazioni frustrate Ignorate le motivazioni intrinseche Altri sviluppaturi imitano il pattern Atmosfera lavorativa ... emerging behavior
  46. 46. avanscoperta Checkpoint How many decisions in my company/team are taken without understanding the real nature of the problem?
  47. 47. One thing that I didn’t get right
  48. 48. Well defined cause-effect relationships Predictable behavior Standard procedures
  49. 49. avanscoperta Ice  Cream  Guidelines Non ordinarlo troppo grande Non stare al sole Non agitarlo Mangialo in fretta ...ma non troppo
  50. 50. Cause-effect relations require analysis Non linear but predictable behaviors System thinking Good Practices
  51. 51. Cause-effect relations visible only retrospectively Complex Adaptive Systems Probe-Sense-Respond Emerging practices
  52. 52. Scrum couldn’t be different.
  53. 53. Impossible to define cause-effect relations Act-Sense-Respond Experimental practices
  54. 54. There’s no book with all the answers here
  55. 55. Or maybe...?
  56. 56. Conceptual tools fitting one domain, don’t work in a different one.
  57. 57. Where’s the Gantt Chart?
  58. 58. Let’s talk about SEX
  59. 59. ...in the simplest scenario...
  60. 60. Kisses Caresses Petting Get rid of clothes Missionary Gran finale
  61. 61. Kisses caresses petting undress missionary
  62. 62. ...we’re still in the simplest scenario!
  63. 63. Inspect & Adapt
  64. 64. It’s not difficult, but it’s complex
  65. 65. Who does plan like this?
  66. 66. Who does plan like this? teenagers
  67. 67. Who does plan like this? teenagers perverts
  68. 68. Who does plan like this? teenagers perverts Italian former prime ministers
  69. 69. Let’s collect more data
  70. 70. “If I send my developers to conferences, there’s a higher probability that they’ll quit.
  71. 71. Mando gli sviluppatori alle conferenze Si licenziano let’s find a solution!
  72. 72. Mando gli sviluppatori alle conferenze Si licenziano ? ...in practice, it doesn’t happen immediately
  73. 73. Conoscono gente Mando gli sviluppatori alle conferenze Si licenziano
  74. 74. Conoscono gente Mando gli sviluppatori alle conferenze Si licenziano Spy them
  75. 75. Conoscono gente Mando gli sviluppatori alle conferenze Si licenziano Spy them Stop sending them
  76. 76. Where did I see this thing before...?
  77. 77. Debatable Sporting perfomances ... but most of all ...
  78. 78. Acceleration: 0 to 100 Km/h in 29 seconds Max Velocity: 112 Km/h
  79. 79. After (only) 20 years...
  80. 80. Qual è il vostro business model?
  81. 81. The system is adaptive Applying thewronf policies, people react and trigger more dangerous emerging behaviors NON si mandano gli sviluppatori alle conferenze Frustrazione Gli sviluppatori vogiiono imparare C'è una conferenza interessante Gli sviluppatori motivati prendono un giorno di ferie Gli sviluppatori motivati vanno alle conferenze Trovano nuove idee Conoscono gente Cercano altri posti di lavoro Si licenziano Applicano nuove idee altrove
  82. 82. Let’s gather some more data
  83. 83. Conoscono gente Mando gli sviluppatori alle conferenze Si licenziano ... let’s look closer here
  84. 84. This stasrt to look more reasonable ...but still something is missing here :-/ developers to conferences They quit Find new ideas They meet people They try to apply new ideas Frustration They can't apply them
  85. 85. This stasrt to look more reasonable ...but still something is missing here :-/ developers to conferences They quit Find new ideas They meet people They try to apply new ideas Frustration They can't apply them
  86. 86. Mando gli sviluppatori alle conferenze Si licenziano Trovano nuove idee Conoscono gente Provano ad applicarle Frustrazione Non riescono ad applicarle Sono in minoranza Non c'è tempo per sperimentare Where would you do something?
  87. 87. Mando gli sviluppatori alle conferenze Si licenziano Trovano nuove idee Conoscono gente Provano ad applicarle Frustrazione Non riescono ad applicarle Sono in minoranza Non c'è tempo per sperimentare ...looking better at the problem
  88. 88. Oh, my God! A cycle!!!
  89. 89. Mando gli sviluppatori alle conferenze Si licenziano Trovano nuove idee Conoscono gente Provano ad applicarle Frustrazione Non riescono ad applicarle Sono in minoranza Non c'è tempo per sperimentare And now?
  90. 90. Mando gli sviluppatori alle conferenze Si licenziano Trovano nuove idee Conoscono gente Provano ad applicarle Frustrazione Non riescono ad applicarle Sono in minoranza Non c'è tempo per sperimentare And now? send all the team
  91. 91. Mando gli sviluppatori alle conferenze Si licenziano Trovano nuove idee Conoscono gente Provano ad applicarle Frustrazione Non riescono ad applicarle Sono in minoranza Non c'è tempo per sperimentare And now? send all the team plan experiments
  92. 92. ooops
  93. 93. Trovano nuove idee Conoscono gente Provano ad applicarle Mando tutto il team Pianifico la sperimentazione le applicano Possibili nuovi innesti interessanti Raccontano esperienze interessanti C'è massa critica Improvement sulle modalità di lavoro Costo trasferta Interruzione sviluppo
  94. 94. Can you guarantee that this is going to work?
  95. 95. Thinking you’re doing it wrong
  96. 96. “You can’t do System Thinking without visualization”
  97. 97. Organization: a social structure resulting from decisions taken in the wrong way
  98. 98. Good news? (please...)
  99. 99. Maybe not everything is lost
  100. 100. From ideology vs ideology
  101. 101. ...to chosing tools conceptually fitting the context
  102. 102. Which tools do we need?
  103. 103. Which tools do we need?
  104. 104. Data comes before structure.
  105. 105. it’s not that hard. (and a lot better than nothing)
  106. 106. non linearity is your friend.
  107. 107. "If everything seems under control, you’re just not going fast enough." Mario Andretti
  108. 108. Knowing our system dynamics is a HUGE competitive advantage
  109. 109. La grande classifica delle frasi “discutibili”
  110. 110. #3 “Can you guarantee that this will work...?”
  111. 111. #2 “We already tried [*] and it doesn’t work”
  112. 112. “Let’s decide this thing once and forever!”
  113. 113. Thank you!! @ziobrando ziobrando.blogspot.com ! alberto.brandolini@avanscoperta.it www.avanscoperta.it

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