Agile Management: Leading Teams with a Complex Mind
15 Nov 2010•0 j'aime•45,087 vues
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These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
7. Complex Systems
“A complex system is a system composed of interconnected parts
that as a whole exhibit one or more properties (behavior) not
obvious from the properties of the individual parts.”
Sometimes called the sciences of complexity (plural)
http://cfpm.org/pub/users/bruce/thesis/chap4.pdf
8. General SystemsTheory
Autopoiesis (how a system constructs itself)
Identity (how a system is identifiable)
Homeostatis (how a system remains stable)
Permeability (how a system interacts with its environment)
Ludwig von Bertalanffy
(biologist)
1901-1972
Study of relationships between elements
9. Cybernetics
Goals (the intention of achieving a desired state)
Acting (having an effect on the environment)
Sensing (checking the response of the environment)
Evaluating (comparing current state with system’s goal)
Norbert Wiener
(mathematician)
1894-1964
Study of regulatory systems
11. GameTheory
Competition versus cooperation
Zero sum games versus non-zero sum games
Strategies (including evolutionary stable strategies)
John von Neumann
(mathematician)
1903-1957
Study of co-adapting systems
12. EvolutionaryTheory
Population (more than one instance)
Replication (mechanism of making new instances)
Variation (differences between instances)
Heredity (differences copied from existing instances)
Selection (environment imposes selective pressure)
Charles Darwin
(naturalist)
1809-1882
Study of evolving systems
13. ChaosTheory
Strange attractors (chaotic behavior)
Sensitivity to initial conditions (butterfly effect)
Fractals (scale-invariance)
Edward Lorenz
(meteorologist)
1917-2008
Study of unpredictable systems
14. And more...
Dissipative systems (spontaneous pattern-forming)
Cellular automata (complex behavior from simple rules)
Genetic algorithms (adaptive learning)
Social network analysis (propagation of information)
Study of all kinds of systems
15. The Body of Knowledge of Systems
Complex systems theory
enables a descriptive approach
to the study of social systems
16. Complexity
“Complexity is that property of a system which makes it difficult to
predict its overall behavior, even when given reasonably complete
information about its components and their relations.”
http://cfpm.org/pub/users/bruce/thesis/chap4.pdf
“edge of chaos”
“chaordic processes”
17. System Dynamics
Circular feedback loops and time-delayed relationships
Analysis through simulations and calculations
Jay Wright Forrester
(computer engineer)
1918-
Study of non-linear behavior of systems
18. SystemsThinking
“Problems” are part of a system
View systems in a holistic manner
Not a science, but a “frame of mind”
Peter Michael Senge
(social scientist)
1947-
Approach to problem solving
19. Some Criticism
“The strength of systems thinking is its recognition that human
systems are messy, they frequently need focus and alignment; its
weakness is that it assumes that the design of that focus and
alignment is a top down objective based process. […]The ambiguity
of human systems is recognized, but the basic concept of central
control or planning remains at the heart.”
Multi-ontology sense-making - David Snowden (2005)
http://kwork.org/stars/snowden/Snowden.pdf
20. Some Criticism
“Systems thinking contains a fundamental difficulty right at its
roots.This is to regard human interaction as a system.This
assumption leads to thinking about that interaction as something
about which another human standing outside it makes choices.”
Complexity and Management – Ralph Stacey (2000)
http://www.amazon.com/Complexity-Management-Inorganisations-Ralph-Stacey/dp/0415247616/
25. ComplexityThinking
Don’t separate the designers from the system
Don’t ignore the human part (social complexity)
Don’t ignore the unknown unknowns
Don’t rely (too much) on linear cause and effect
ComplexityThinking = SystemsThinking++
Jurgen Appelo
(idea farmer)
1969-
28. View #1: Energize People
People are the most important parts of an
organization and managers must do all they can to
keep people active, creative, and motivated.
29. Extrinsic Motivation
Desire to achieve goal G
Reward behavior B
Assumption B leads to G
Problems with non-linear effects
31. “16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002
32. “16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002
33. “16 Basic Desires”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002
34. “Self-DeterminationTheory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. The
Handbook of Self-Determination Research.
Rochester: University of Rochester Press, 2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved
35. “Self-DeterminationTheory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The
Handbook of Self-Determination Research.
Rochester: University of Rochester Press, 2004
36. 10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
37. “Drive”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth
About What Motivates Us. Riverhead, 2009
40. View #2: EmpowerTeams
Teams can self-organize, and this requires
empowerment, authorization, and trust from
management.
41. Self-organization… a definition
“Self-organization is a process of attraction and
repulsion in which the internal organization of a
system, normally an open system, increases in
complexity without being guided or managed by an
outside source.”
http://en.wikipedia.org/wiki/Self-organization
55. “Self-organization requires that the system is
surrounded by a containing boundary.This condition
defines the "self" that will be developed during the
self-organizing process.”
http://amauta-international.com/iaf99/Thread1/conway.html
60. Self-organized
For example: a software development team
Self-selected (= self-designed)
Self-organized and system selects its own members
For example: founders of a start-up business
Self-directed (= self-governed)
Self-selected and no direction outside the system
For example: criminal organization
Three levels of
self-organization
61. The Darkness Principle
“Each element in the system is ignorant of the
behavior of the system as a whole [...] If each element
‘knew’ what was happening to the system as a whole,
all of the complexity would have to be present in that
element.”
http://iscepublishing.com/ECO/ECO_other/Issue_6_3_10_FM.pdf
63. Tell: make decision as the manager
Sell: convince people about decision
Consult: get input from team before decision
Agree: make decision together with team
Advise: influence decision made by the team
Inquire: ask feedback after decision by team
Delegate: no influence, let team work it out
Seven levels of
authority in empowerment
66. View #3: Align Constraints
Self-organization can lead to anything, and it’s
therefore necessary to protect people and shared
resources, and to give people a clear purpose and
defined goals.
67. The Game of Life
(JohnConway)
http://www.bitstorm.org/gameoflife/
84. The Game of Life
1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
simple rules, great results
85. 1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
But does that mean...
86. 1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
No.
90. Settlers of Catan
It took minutes to define the constraints
It took years to create and tune the rules
(KlausTeuber)
http://www.wired.com/gaming/gamingreviews/magazine/17-04/mf_settlers
97. Goal checklist
specific and understandable
simple and concise
manageable and measurable
memorable and reproducible
attainable and realistic
ambitious and stimulating
actionable and assignable
agreed-upon and committable
relevant and useful
time-bound and time-specific
tangible and real
excitable and igniting
inspiring and visionary
value-based and fundamental
revisitable and assessable
98. Bad example 1
We are committed to providing
outstanding customer
experience, to being a great
place to work, a thoughtful
steward of the environment and
a caring citizen in the
communities where we live and
work.We are passionate about
sustainably connecting people
and places and improving the
quality of life around the world.
99. Bad example 2
As a company, and as individuals, we
value integrity, honesty, openness,
personal excellence, constructive self-
criticism, continual self-improvement,
and mutual respect.We are
committed to our customers and
partners and have a passion for
technology.We take on big challenges,
and pride ourselves on seeing them
through.We hold ourselves
accountable to our customers,
shareholders, partners, and employees
by honoring our commitments,
providing results, and striving for the
highest quality.
100. Good example 1
Our mission is to organize the world’s
information and make it universally
accessible and useful.
102. Do not allow individual stakeholder goals to
replace extrinsic and emergent goals
103. Goals are not meant to...
Intimidate people if they cannot achieve them
104. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
105. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
106. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
Distract people from outcomes with action plans
107. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
Distract people from outcomes with action plans
Overload people with too many objectives
108. Goals should not be pushed
with financial rewards
And...
http://www.amazon.com/gp/product/1594488843?ie=UTF8&tag=noopnl-
20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1594488843
111. View #4: Develop Competence
Teams cannot achieve these goals if team members
aren’t capable enough, and managers must therefore
contribute to the development of competence.
112. Safest traffic in the world
1. Marshall Islands
2. San Marino
3. Malta
4. Iceland
5. Netherlands
6. Sweden
7. United Kingdom
8. Switzerland
9. Japan
10. Singapore
http://en.wikipedia.org/wiki/List_of_countries_by_traffic-related_death_rate
http://www.flickr.com/photos/bobjagendorf/4122137519/
116. We can learn how to
manage software teams
by studying management
of similar systems
(like traffic management)
117. Subsidiarity principle
“The dictionary defines subsidiarity as the idea that a central
authority should have a subsidiary function, performing only those
tasks which cannot be performed effectively at a more immediate
or local level.”
http://en.wikipedia.org/wiki/Subsidiarity
119. Precautionary principle
Assuming that things are risky, in
the absence of evidence.
http://en.wikipedia.org/wiki/Precautionary_principle
http://kwebble.com/blog/tag/haarlem
122. Shared space
Increased risk perception
People are less mindful when they see no risks
Reduced false security / risk compensation
People show riskier behavior when they think they are safe
http://en.wikipedia.org/wiki/Shared_space
125. Three maturity levels (for skill)
Shu traditional wisdom, learning fundamentals (apprentice)
Ha detachment, breaking with tradition (journeyman)
Ri transcendence, everything is natural (master)
(last column: three similar levels in medieval European guild system)
Note: the Dreyfus Model lists five levels of skill acquisition:
Beginner,Advanced Beginner, Competent, Proficient, Expert
http://en.wikipedia.org/wiki/Shuhari
http://en.wikipedia.org/wiki/Master_craftsman
http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
126. Six maturity levels (for discipline)
Oblivious “We don’t even know that we’re performing a process.”
Variable “We do whatever we feel like at the moment.”
Routine “We follow our routines (except when we panic).”
Steering “We choose among our routines by the results they produce.”
Anticipating “We establish routines based on our past experiences.”
Congruent “Everyone is involved in improving everything all the time.”
Gerard Weinberg, Quality Software Management: SystemsThinking
(Alternative: six similar levels in “Agile Made Us Better…” by Ross Petit)
http://www.amazon.com/Quality-Software-Management-Systems-Thinking/dp/0932633226/
http://www.thoughtworks.com/agile-made-us-better
138. View #5: Grow Structure
Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication .
140. Individual competence
“We learned that individual expertise did not
distinguish people as high performers.What
distinguished high performers were larger and
more diversified personal networks.”
Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
141. Individual competence
“Engineers are roughly five times more likely to
turn to a person for information as to an
impersonal source such as a database.”
Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
144. Design Principle 1 (DP1)
(through a manager)
Design Principle 2 (DP2)
(not through a manager)
Communication across teams
(Fred Emery)
<- preferred
146. Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to teams
168. http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and I cannot
possibly list them all.Though I did my very best to attribute all authors of texts
and images, and to recognize any copyrights, if you think that anything in this
presentation should be changed, added or removed, please contact me at
jurgen@noop.nl.