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A lot of companies fail when it comes to turn change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared. This session will not only cover the answer to why experimenting is the only way to drive successful change, but will also provide actionable insights, like the 10 necessary features of good experiments and a straightforward framework for making the most out of experiments. Further details: http://lanyrd.com/2014/auscrum/sdfkpy
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“Complexity is generally used to characterise something with many parts where those parts interact with each other in multiple ways. […] …even among scientists, there is no unique definition of complexity…”
http://en.wikipedia.org/wiki/Complexity
A Leader’s Framework for Decision Making
harvard business review • november 2007 page 7
Decisions in Multiple Contexts: A Leader’s Guide
Effective leaders learn to shift their decision-making styles to match changing business environments. Simple, complicated, complex, and chaotic contexts each call for different managerial responses. By correctly identifying the governing context, staying aware of danger signals, and avoiding inappropriate reactions, managers can lead effectively in a variety of situations.
THE CONTEXT’S CHARACTERISTICS THE LEADER’S JOB DANGER SIGNALS
RESPONSE TO DANGER SIGNALS
SIM
PLE
gnitaepeR patterns and consistent events
raelC cause-and-effect relationships evident to every-one; right answer exists
Known knowns
Fact-based management
Sense, categorize, respond
erusnE that proper processes are in place
Delegate
Use best practices
Communicate in clear, direct ways
Understand that extensive interactive communication may not be necessary
Complacency and comfort
eriseD to make complex problems simple
Entrained thinking
No challenge of received wisdom
Overreliance on best practice if context shifts
Create communication channels to challenge orthodoxy
yatS connected without micromanaging
t’noD assume things are simple
Recognize both the value and the limitations of best practice
CO
MP
LIC
AT
ED
trepxE diagnosis required
Cause-and-effect relationships discoverable but not immediately apparent to everyone; more than one right answer possible
Known unknowns
Fact-based management
Sense, analyze, respond
Create panels of experts
Listen to conflicting advice
Experts overconfident in their own solutions or in the efficacy of past solutions
Analysis paralysis
Expert panels
Viewpoints of nonexperts excluded
egaruocnE external and internal stakeholders to challenge expert opinions to combat entrained thinking
esU experiments and games to force people to think outside the familiar
CO
MPL
EX
Flux and unpredictability
No right answers; emergent instructive patterns
Unknown unknowns
Many competing ideas
A need for creative and innova-tive approaches
Pattern-based leadership
Probe, sense, respond
Create environments and experiments that allow patterns to emerge
Increase levels of interaction and communication
esU methods that can help gener-ate ideas: Open up discussion (as through large group methods); set barriers; stimulate attractors; encourage dissent and diversity; and manage starting conditions and monitor for emergence
Temptation to fall back into habitual, command-and-control mode
noitatpmeT to look for facts rather than allowing patterns to emerge
eriseD for accelerated resolution of problems or exploitation of opportunities
Be patient and allow time for reflection
esU approaches that encourage interaction so patterns can emerge
CH
AO
TIC
High turbulence
No clear cause-and-effect rela-tionships, so no point in looking for right answers
Unknowables
Many decisions to make and no time to think
High tension
Pattern-based leadership
Act, sense, respond
kooL for what works instead of seeking right answers
ekaT immediate action to reestablish order (command and control)
edivorP clear, direct communication
gniylppA a command-and-control approach longer than needed
“Cult of the leader”
dessiM opportunity for innovation
Chaos unabated
teS up mechanisms (such as parallel teams) to take advantage of opportunities afforded by a chaotic environment
egaruocnE advisers to challenge your point of view once the crisis has abated
kroW to shift the context from chaotic to complex
A Leader’s Framework for Decision Making
harvard business review • november 2007 page 7
Decisions in Multiple Contexts: A Leader’s Guide
Effective leaders learn to shift their decision-making styles to match changing business environments. Simple, complicated, complex, and chaotic contexts each call for different managerial responses. By correctly identifying the governing context, staying aware of danger signals, and avoiding inappropriate reactions, managers can lead effectively in a variety of situations.
THE CONTEXT’S CHARACTERISTICS THE LEADER’S JOB DANGER SIGNALS
RESPONSE TO DANGER SIGNALS
SIM
PLE
gnitaepeR patterns and consistent events
raelC cause-and-effect relationships evident to every-one; right answer exists
Known knowns
Fact-based management
Sense, categorize, respond
erusnE that proper processes are in place
Delegate
Use best practices
Communicate in clear, direct ways
Understand that extensive interactive communication may not be necessary
Complacency and comfort
eriseD to make complex problems simple
Entrained thinking
No challenge of received wisdom
Overreliance on best practice if context shifts
Create communication channels to challenge orthodoxy
yatS connected without micromanaging
t’noD assume things are simple
Recognize both the value and the limitations of best practice
CO
MP
LIC
AT
ED
trepxE diagnosis required
Cause-and-effect relationships discoverable but not immediately apparent to everyone; more than one right answer possible
Known unknowns
Fact-based management
Sense, analyze, respond
Create panels of experts
Listen to conflicting advice
Experts overconfident in their own solutions or in the efficacy of past solutions
Analysis paralysis
Expert panels
Viewpoints of nonexperts excluded
egaruocnE external and internal stakeholders to challenge expert opinions to combat entrained thinking
esU experiments and games to force people to think outside the familiar
CO
MPL
EX
Flux and unpredictability
No right answers; emergent instructive patterns
Unknown unknowns
Many competing ideas
A need for creative and innova-tive approaches
Pattern-based leadership
Probe, sense, respond
Create environments and experiments that allow patterns to emerge
Increase levels of interaction and communication
esU methods that can help gener-ate ideas: Open up discussion (as through large group methods); set barriers; stimulate attractors; encourage dissent and diversity; and manage starting conditions and monitor for emergence
Temptation to fall back into habitual, command-and-control mode
noitatpmeT to look for facts rather than allowing patterns to emerge
eriseD for accelerated resolution of problems or exploitation of opportunities
Be patient and allow time for reflection
esU approaches that encourage interaction so patterns can emerge
CH
AO
TIC
High turbulence
No clear cause-and-effect rela-tionships, so no point in looking for right answers
Unknowables
Many decisions to make and no time to think
High tension
Pattern-based leadership
Act, sense, respond
kooL for what works instead of seeking right answers
ekaT immediate action to reestablish order (command and control)
edivorP clear, direct communication
gniylppA a command-and-control approach longer than needed
“Cult of the leader”
dessiM opportunity for innovation
Chaos unabated
teS up mechanisms (such as parallel teams) to take advantage of opportunities afforded by a chaotic environment
egaruocnE advisers to challenge your point of view once the crisis has abated
kroW to shift the context from chaotic to complex
A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone in Harvard Business Review (11.2007)EXP
ERIM
ENT
S
CAT SHOE, SIC!clear goal arranged trackable through metrics small has due date out in the open
evalutated through hypothesis safe-to-fail
impelled by champions communicated before start
Thus!
Arranged
cf. ”How We Deal With Software Defects in Production" by Oliver Lorenz (10.09.2013, http://www.technology-ebay.de/the-teams/mobile-de/blog/how-we-deal-with-software-defects-in-production.html )
Trackable Through Metrics
0
1
2
3
4
5
6
#bug
s
0
1
2
3
4
5
6
week-8 -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6
bugs raised bugs fixed and trashedExperiment starts here
Has a Due DateAfter 6 weeks, incl. presentation of final results after standup scheduled in advance.
Out in the
Todo Arrange Experi-menting
Ready for Reflection Done
3
Smaller Teams
Hire internal Coach
First Open Space
Fix It or Trash It
Happi-ness Index
cf. “7 Steps to Build a Kanban Board for a Scrum Team’s Impediments” by Bernd Schiffer (05/09/2011, http://agiletrail.com/2011/09/05/7-steps-to-build-a-kanban-board-for-a-scrum-teams-impediments )
Open
Yes, that’s a Kanban board.
Evaluated through Hypothesis
h = We can handle more or equal amount of bugs than currently coming in.
h0 = The amount of bugs keeps increasing.
Safe-to-Fail
Source: http://thinkvitamin.com/design/backstage-star-wars-photos/
CAT SHOE, SIC!clear goal arranged trackable through metrics small has due date out in the open
evalutated through hypothesis safe-to-fail
impelled by champions communicated before start
Thus!
http://thechive.com/2014/04/23/this-will-get-your-ocd-boiling-27-photos/funny-ocd-17/ http://www.jokideo.com/ocd-overdrive/
http://www.clickypix.com/funny-ocd-pictures-drive-crazy/funny-ocd-pictures-26/
Tip 3: Don’t Be Perfect
http://www.funnyjunk.com/funny_pictures/4044631/Ocd+20/
Concrete Experimen-
tation in Scrum
Bernd SchifferScrum Australia 21/10/2014
‣@berndschiffer‣@bold_mover‣ [email protected]
‣ http://slideshare.net/berndschiffer‣ http://berndschiffer.com‣ http://boldmover.com‣ http://agiletrail.com
Thank you!