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Taking Care with What we Leave BehindKim Ballestrin

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Topics

• What I mean by ‘sound-bites’• We will dive into the example you may be

familiar with ‘Celebrate Failure’• A lesson from history – what can we learn

from our past?• And looking towards the future – what might

people say about Lean and Agile in 100 years’ time?

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People Only Hear what They Hear

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‘Sound-Bites’ – Are Good

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‘Sound-Bites’ – Are Good

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‘Sound-Bites’ – Are Good and Bad

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‘Sound-Bites’ – Are Good and Bad

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Quote From The Agile Manifesto

‘…we have come to value

…working software over comprehensive documentation…

that is, while there is value in the items on the right, we value the items on the left more’

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Quote From The Agile Manifesto

‘…we have come to value

…working software over comprehensive documentation…

that is, while there is value in the items on the right, we value the items on the left more’

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‘Yay...’

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‘Yay...No Documentation’

XX

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A Cautionary Tale

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A Cautionary Tale

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Celebrate Failure

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Celebrate Failure

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Container for Important Concepts

• Don’t give up

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Container for Important Concepts

• Don’t give up• Learn from mistakes

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Container for Important Concepts

• Don’t give up• Learn from mistakes• Expect that failure might happen – so make it

safe-to-fail

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Container for Important Concepts

• Don’t give up• Learn from mistakes• Expect that failure might happen – so make it

safe-to-fail• Don’t get embarrassed

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Container for Important Concepts

• Don’t give up• Learn from mistakes• Expect that failure might happen – so make it

safe-to-fail• Don’t get embarrassed• Share the lessons learned so that others

don’t make the same mistakes

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Does Not Mean

• Laugh at mistakes• Embarrass others• Invite failure – so that we can have a party

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Does Not Mean

• Laugh at mistakes• Embarrass others• Invite failure – so that we can have a party

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The Cynefin Framework

Image by Dave Snowden

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Obvious Domain - Failure Not Acceptable

Image by Dave Snowden

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Complex - Safe-to-Fail Experimentation

Image by Dave Snowden

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Our Probes will Impact the System

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Our Probes will Impact the System

Not Safe-to-Fail

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Exploring the Complex Domain

• Multiple

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Exploring the Complex Domain

• Multiple • Safe-to-fail probes

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Exploring the Complex Domain

• Multiple • Safe-to-fail probes • Based on contradictory hypotheses

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Exploring the Complex Domain

• Multiple • Safe-to-fail probes • Based on contradictory hypotheses • That way you know that not all of them can

succeed and some will fail

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Each Probe must be Coherent

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Each Probe must be Coherent

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Wicked Problem - Nudge

Image by Dave Snowden

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Patterns of Stability

Image by Dave Snowden

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Patterns of Stability

Image by Dave Snowden

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Boundaries in the Complex Domain

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Boundaries in the Complex Domain

Non-Competing Hypotheses

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Boundaries in the Complex Domain

Non-Competing Hypotheses

Competing Hypotheses

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A Lesson From History

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Frederick Winslow Taylor

Picture from Wikipedia https://commons.wikimedia.org/wiki/File:Frederick_Winslow_Taylor_crop.jpgFrederick Winslow Taylor Picture is over 100 years old.

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The Principles of Scientific Management

Published in 1911

1. The development of a true science2. The scientific selection of the workman3. His scientific education and development4. Intimate friendly cooperation between the

management and the men

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The ‘Toyota DNA’1999 – From Spear and Bowen

1. All work shall be highly specified as to content, sequence, timing and outcome

2. Every Customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses

3. The pathway for every product and service must be simple and direct

4. Any improvements must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organisation

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Shovels – All the Same Size

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Large – Light Loads, Small – Heavy Loads

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Change Takes a Long Time“The change from rule-of-thumb management to scientific management involves, however, not only a study of what is the proper speed for doing the work and a remodelling of the tools and the implements in the shop, but also a complete change in the mental attitude of all the men in the shop toward their work and toward their employers. The physical improvements in the machines necessary to insure large gains, and the motion, study followed by minute study with a stop-watch of the time in which each workman should do his work, can be made comparatively quickly. But the change in the mental attitude and in the habits of the three hundred or more workmen can be brought about only slowly and through a long series of object-lessons, which finally demonstrates to each man the great advantage which he will gain by heartily cooperating in his every-day work with the men in the management. Within three years, however, in this shop, the output had been more than doubled per man and per machine.”

Excerpt From: Frederick Winslow Taylor. “The Principles of Scientific Management.”

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Go & See, Ask Why, Show Respect

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I Was Looking for a Tarzan Novel

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At the Project Gutenberg Site

Project Gutenberg

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Found ‘The Efficiency Expert’

Project Gutenberg

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The Principles of Scientific Management

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The Cynefin Framework

Image by Dave Snowden

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Scientific Management

Image by Dave Snowden

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Complicated to Obvious

Image by Dave Snowden

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Systems Thinking

Image by Dave Snowden

Value StreamsTOC…

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Agile and Lean Startup

Image by Dave Snowden

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Healthy use of ‘Sound-Bites’

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Healthy use of ‘Sound-Bites’

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Healthy use of ‘Sound-Bites’

Picture from Wikipedia https://commons.wikimedia.org/wiki/File:Frederick_Winslow_Taylor_crop.jpg

Frederick Winslow Taylor Picture is over 100 years old.

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References

Cynefinhttps://en.wikipedia.org/wiki/Cynefin_Framework

The Principles of Scientific Managementhttps://www.gutenberg.org/ebooks/6435

The Efficiency Experthttps://www.gutenberg.org/ebooks/3475