Applying design thinking and complexity theory in agile organizations
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Transcript of Applying design thinking and complexity theory in agile organizations
Applying Design Thinking and Complexity Theory in Agile Organizations
Jean Tabaka, Rally Software
@jeantabaka
Yuval and Ronen
An Agile Adoption Story
2002
5000
14
7
1
1
We created an algorithm we could
exploit.
“Cookbook Agile”
Centralized authority
h5p://www.flickr.com/photos/virtualeyesee/6107062655
Lack of innovaEon
Diminishing customer base
EscalaEon
Agile “blame game”
Why a cookbook won’t do
We live in a world that is complex yet craving
innovation
Our Agile adoptions must embrace vision
with hunches, exploration and
exploitation
We need to do this leveraging emergence, bringing empathy, and
inviting “the wildly unexpected”
3 thoughts
Don’t latch onto one set of Agile pracEces
Invite principles and pracEces outside of Agile as your organizaEon matures
Combine emergence and resilience for sustained
innovaEon
What you get
“Thrive versus merely survive
A look at complexity
4 Dots
6 Connections
? Patterns
64 Patterns
10 Dots
45 Connections
? Patterns
Patterns
35,184,372,088,832
h5p://www.flickr.com/photos/virtualeyesee/6107062655
We live in an unordered, complex
world
We have complexity of…
Organizations
Capabilities
Code-base
Customers
Markets
We can’t afford to latch onto recipes of…
Order
Control
Algorithm
Are you complex?
“What you predict doesn’t come true.”
“What worked yesterday, doesn’t seem to be
working today.”
“What you don’t know is unknown.”
Are you a chef or a recipe follower?
“It is not possible to prove any new thought, concept
or idea in advance.” – Charles Sanders Pierce
Analysis and induction alone cannot manage
complexity
We should must invite abductive logic
Abductive logic: multiple possible explanations for
something
We must invite mystery to allow
innovative patterns to emerge
How do we make sense of environments like this?
http://en.wikipedia.org/wiki/Normal_distribution
Gaussian probability (“Bell curve) is not sufficient
We cannot see the low probability, high impact
events
Pareto plausibility seeks outliers
We intenEonally seek these low signal
outliers
Complexity theory
David
Snowden
Cynefin
Probable Plausible
Ordered Unordered
Chaotic Simple Complicated Complex
Probable Plausible
Ordered Unordered
Chaotic Simple
Complicated Complex
Probable Plausible
Ordered Unordered
Chaotic Simple
Complicated Complex
Probable Plausible
Ordered Unordered
Disorder
The relationship between cause and effect
Chaotic Simple
Complicated Complex
Probable Plausible
Ordered Unordered
obvious & repeatable
requires analysis or expertise
only coherent in retrospect, and not repeatable
not perceivable
Disorder
What practices are appropriate in each scenario/system?
Chaotic Simple
Complicated Complex
Probable Plausible
Ordered Unordered
Best practices
Good practices Emergent practices
Action
Disorder
What is Dave asking of us?
Resilience vs Robustness
Effec6veness vs Efficiency
The goal is NOT to define your system in one area or another but rather create movement appropriately.
Design thinking
George Kembel
d.school, Stanford
University
http://dschool.stanford.edu/our-point-of-view/
Innovation with empathy
Design thinking practices are non-linear
Design Thinking
Create space for the “wildly unexpected”
http://dschool.stanford.edu/dgift/#gear-up
Low fidelity prototypes
“It is not possible to prove any new thought, concept
or idea in advance.” – Charles Sanders Pierce
We should must invite abductive logic
Mystery
Heuristics
Algorithm
The balance of Exploration
with Exploitation
In business, we MUST balance searching and
shipping.
Reliability vs Validity and the
“predilecEon gap”
Combining design thinking and
complexity theory
Embrace deep intenEon around the principles that
guide your pracEces.
Probe, Sense, Respond
Explore and Exploit
Emergence and resilience
Empathize and innovate
Apply cogniEve distribuEon necessary in complexity
Apply design thinking non-‐linear empathy
Vision & Empathy
Seek the wildly unexpected
Applying Design Thinking and Complexity Theory in Agile Organizations
Jean Tabaka, Rally Software
@jeantabaka