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© 2012 BigVisible Solutions, Inc. All Rights Reserved
Wetware Craftsmanship
Brian Bozzuto
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BigVisible
© 2012 BigVisible Solutions, Inc.. All Rights Reserved
2
What Does the Brain Have to do with Agile?
► Align our behavior with the natural way our mind
operations
► Understand and appreciate the strengths & limits of the
mind
► Understand brain behaviors that inhibit our own
agility & ability to change
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First, a Disclaimer
►Beware “Brain Porn”
►Superfluous Technical
Details Can Distract
from Content
►Our Goal is to Build
Better Mental Models
of how the Mind
Works
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The Brain as a Computer
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3 Topics for Today
►Limits of mind
►Threats to ego
►Desire for Certainty
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The Limits of Our Mind
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Who Wants a Cookie?
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The Elephant & the Rider
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Two Systems in Your Mind
The Rider (System 2)
Slow, serial, controlled, effortful, rule
governed, flexible
The Elephant (System 1)
Fast, parallel, automatic, effortless,
associated, slow-learning
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Challenges of the Elephant
►Framing
►Anchoring
►Accessible information
BUT!!! It is fast and
efficient
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How to Manage an Elephant
Clear the Path Strengthen the Rider
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Strengthen the Rider
►Prioritize the use of your
mind when your energy is
highest
►Build Awareness of
Your Thoughts
►Leverage as many
parts of your mind as
possible
Stand up in the morning!
Coaching Can Help Build
Your Mental Capacity
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An Example
► Without writing down, please sort these objects by their value
Object A
1 + 3
Object B
2 x 3
Object C
3 / 2
Object D
8 - 3
Object A
1 + 3 = 4
Object B
2 x 3 = 6
Object C
3 / 2 = 1.5
Object D
8 – 3 = 5
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BigVisible
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Let’s Try a Harder Example with Stickies
Object A
2 + 6
Object B
3 x 4
Object C
5 / 2
Object D
4 - 3
Object E
6 / 3
Object F
3 + 4
Object A
2 + 6 = 8
Object B
3 x 4 = 12
Object C
5 / 2 = 2.5
Object D
4 – 3 = 1
Object E
6 / 3 = 2
Object F
3 + 4 = 7
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Chunking Demonstrated
►Try to memorize as many of these numbers as
you can…
310412873634
►Let’s try one more time…
97 14 23
75 30 12
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The Real Power of Information Radiators
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Clear the Path
Deliberate Practice to build
more Subconscious
Capability
Build Concrete Processes
to Follow
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What Does this All Mean for Coaches?
► Changing behaviors takes energy, and brains get tired
► Failure to change doesn’t mean people don’t want to
► Coaches can offer support and clear the path to increase the
likelihood people will be able to follow through
You need to make the elephant want
to go where you want to go
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Let’s Try Something…
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Time for a Coaching Exercise
Instructions
► Split into pairs
► One of you will be the coach,
the other the coachee
► Coachee, you’re going to share
your problem with the coach
and they are going to help you.
► Coachees, close your eyes, we
have specific instructions for
coaches…
Instructions for Coaches
► Listen to the coachee, but your
goal is to offer them solutions.
► Your job is to be as useful as
you can by offering as much
advice as you can
► Remember, you’re the Jedi
master!
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Debrief
People Being Coaches
► What was that experience like?
► How did it feel?
► Did you get useful information?
Coaches
► What was that experience like?
► How did it feel?
► We they open to your infinite
wisdom?
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Need for Social Acceptance
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What Happened?
► We perceive social threats &
physical threats with the same
part of our minds
► Threats to ego may engender
the same fight or flight reactions
that physical danger would
David Rock, “Managing with the Brain in Mind”, Oxford
Leadership Journal. Dec 2009 Vol 1 Issue 1
The brain is lazy. Our
default state is to start
offering suggestions
rather than listen and
cooperatively problem
solve
Social Pain
Physical Pain
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So… On to Coaching
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Fight or Flight in the Office
Fight
► “I don’t have any real problems”
► “You don’t understand my
situation”
► “Your ideas are wrong”
Flight
► “I can’t do anything about this”
► “It’s because of these other
people”
► “I’ll just muddle through”
The response to threats is generally a narrowing of
options, the precise opposite of what we are trying to
achieve as coaches
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A Full Coaching Conversation
Don’t Start
Here
COMMUNICATING EFFECTIVELY
FACILITATING LEARNING
AND RESULTS
CO-CREATING THE
RELATIONSHIP
SETTING THE
FOUNDATION
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Let’s Try It Again…
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Another Exercise
►Pair up again
►People being coached, share your problem
►Coaches, listen and only ask questions to better
understand the situation
You MAY NOT make suggestions
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Debrief
People Being Coaches
► What was that experience like?
► How did it feel?
► Did you get useful information?
Coaches
► What was that experience like?
► How did it feel?
► Do you feel like you helped
them?
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► It must be considered that there
is nothing more difficult to carry
out, nor more doubtful of
success, nor more dangerous
to handle, than to initiate a new
order of things. For the reformer
has enemies in all those who
profit by the old order, and only
lukewarm defenders in all those
who would profit by the new
order
Niccolo Machiavelli “The Prince”
The Value of Certainty
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Remember the Brain is Lazy…
► Uncertainty requires more
conscious thought
► The mind seeks to match
patterns and make things
predictable
► We delight in certainty
Wetware Craftsmanship
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____ __ ____ _____ ____ ______
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We May See Patterns That Don’t Even Exist
Wetware Craftsmanship
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____ __ ____ _____ ____ ______
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Or Interpret Them Based on Context
Neglect of Ambiguity and Suppression of Doubt Figure 6Kahneman, Daniel (2011-10-25). Thinking, Fast and Slow
(p. 79). Macmillan. Kindle Edition.
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We Will Always Have an Explanation
► “Markets fell on fears about the
upcoming jobs report”
► “Markets rallied due to a good
monthly sales report, which
experts attribute to the weather”
► “The market fell today due to
uncertainty about upcoming
legislation in Congress”
We observe something, then we tell
ourselves a story to explain it.
Sometimes it happens so fast we
can’t distinguish between the two
Wetware Craftsmanship
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____ __ ____ _____ ____ ______
_____ _____
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Some Cognitive Biases
Confirmatory Bias “Look at the confirming evidence!”
Confidence from Narrative Coherence “Of course the butler did it! It all makes sense now.”
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How Can These Biases Impact Projects?
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Give Ranges You’re 90% Confident In
Question
Surface Temperature of the Sun
Latitude of Shanghai
Area of the Asian Continent
The Year of Alexander the Great’s Birth
Total Value of US Currency in Circulation
(2004)
Total Volume of the Great Lakes
Worldwide box office receipts for the movie
Titanic
Total length of the coastline of the Pacific
Ocean
Number of book title published in the U.S.
since 1776
Heaviest blue whale ever recorded
McConnell, 2006
Answer
10,000° F / 6,000° C
31 degrees North
17,139,000 sq. miles
44,390, sq. kilometers
356 BC
$719.9 billion
5,500 cubic miles / 23,000 cubic kilometers
6x10^15 gallons / 23x10^16 liters
$1.835 billion
84,300 miles
135,663 kilometers
22 million
380,000 pounds
170,000 kilograms
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Results from Other Estimators
McConnell, 2006
People usually estimate
to about 30% confidence
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Imagine the Horse Tracks
► Book keepers asked to pick
winners based on their 10 most
important pieces of data
► Then, they were allowed to
check 10 more pieces of data
and adjust predictions
► Both set of predictions were
equally accurate
► Book keepers were much more
confident in the second set
Once we form an idea, it becomes very hard to change it
Wetware Craftsmanship
© 2011 BigVisible Solutions, Inc.. All Rights Reserved
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____ __ ____ _____ ____ ______
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We’ve All Seen This
Hey do you have a high level
estimate for the XYZ project? I
promise I won’t hold you to it
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One Last Exercise
►Pair up again
►People being coached, share your problem
►Coaches, try to help tease observations & facts
from interpretations and stories
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“That’s Okay, It’s Just My Brain!”
► Awareness of how our
mind works leads to better
effectiveness
► Attention to our state of
mind, makes us aware of
some of the shortcuts our
mind makes
► With proper context,
coaching can greatly help
us overcome the
constraints of our mind
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Thank You!
Brian Bozzuto
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Further Reading
► Aamodt, Sandra, and Sam Wang. Welcome to Your Brain: Why You Lose
Your Car Keys but Never Forget How to Drive and Other Puzzles of
Everyday Life. New York: Bloomsbury, 2008. Print.
► Ariely, Dan. Predictably Irrational: The Hidden Forces That Shape Our
Decisions. New York, NY: Harper, 2008. Print.
► Kahneman, Daniel. Thinking, Fast and Slow. London: Penguin, 2011. Print.
► Rock, David, and Linda J. Page. Coaching with the Brain in Mind:
Foundations for Practice. Hoboken, NJ: Wiley, 2009. Print.
► Rock, David. Your Brain at Work: Strategies for Overcoming Distraction,
Regaining Focus, and Working Smarter All Day Long. [New York]: Harper
Business, 2009. Print.
► Taleb, Nassim. The Black Swan: The Impact of the Highly Improbable. New
York: Random House, 2007. Print.
► Wilson, Timothy D. Strangers to Ourselves: Discovering the Adaptive
Unconscious. Cambridge, MA: Belknap of Harvard UP, 2002. Print.