Not Perfect First Time

Not PerfectYou’ve spent the last 3 days putting together the deck for the workshop – speaking to the participants to get their input, collating, reviewing, updating and formatting.

Why?

So that we use the time in the workshop in the most efficient possible way.

Right?

Wrong.

A beautifully collated and presented deck is perfectly suited to use in a presentation – so we make the assumption that we should be creating one for a workshop as well.

What’s the Problem?

The problem is that the purpose of a workshop is to do some work – to identify issues, solve problems and get creative. If we start the session with a presentation deck, the participants will immediately focus on the presented content and not move very far from it. We might get some suggestions to fix the spelling, grammar or re-word a sentence – the focus will be on polishing the deck – not generating new content.

It can be a lot more useful to start with a ‘template’ type of deck which reflects the outcomes desired from the workshop and fill it in as the workshop progresses.

Even a template can act as a framing or anchoring bias and restrict the range of thinking – so if we are after innovation, it can be a problem.

So don’t try to get things perfect first time – allow for inputs, ideas and refinement – these things take time. If we do not allow the time, we miss opportunities for innovation and the quality that comes from stepping away and revisiting/reworking a piece later on.

The perils of Sound bites and the human mind.

The human ability to learn, take facts and abstract, invent and then innovate is very impressive. All these possibilities and then more so. We live in a world of information abundance, we google, we search and we condense, all with the goal to assimilate knowledge and be able to function.

The sheer amount of data, facts, ideas and interpretations of data, available to any of us, has had a profound impact upon the way we all function and behave in our day to day lives. The ‘data explosion’ impact ranges from work, socially, ‘family and friend’ and even our own development and the way we see ourselves.

Think about it, the amount of stuff we are exposed to is increasing every year, books added to the web, new research, new facts, new ideas, new concepts etc. etc… The human animal is a marvel but to cope with an inundation of information we fall back on the tried and true method of filtering the incoming data to make sense of it. We all do it and some better than others. The very process of filtering means we, collate, prioritise, group and rapidly make evaluations upon the various pieces of information bombarding our senses. The mind grasps at straws and we often jump to rapid conclusions and interpret the apparent facts according to our own experiences and world view. This is a very efficient way to process information and to be able to make informed decisions. So what’s the problem with this system of behaviour?
Now to answer this, allow me to briefly cover optical illusions.

The classic examples of the brain being fooled by optical illusion such as the rabbit/duck illusion,

IMG_4338
are testimony that we all do it. In an effort to make sense we rapidly jump to conclusions, very handy when trying to pattern match. Evolutionarily speaking one of our greatest abilities.

Wikipedia defines an optical illusion (or visual illusion) as being characterised by visually perceived images that differ from objective reality. Information gathered by the eye is processed in the brain to give a perception that does not tally with a physical reality of the source.

There are three main types:

1) Literal optical illusions create images that are different from the objects that make them,

2) Physiological illusions that are the effects of excessive stimulation of a specific type (brightness, colour, size, position, tilt, movement), and

3) Cognitive illusions, the result of unconscious inferences. The brain trying to understand perceives the object based on prior knowledge or assumptions (‘fills in the gaps’).

Pathological visual illusions arise from a pathological exaggeration in physiological visual perception mechanisms causing the aforementioned types of illusions. A pathological visual illusion is a distortion of a real external stimulus and are often diffuse and persistent.

Physiological illusions, such as the afterimages following bright lights, or adapting stimuli of excessively longer alternating patterns (contingent perceptual aftereffect), are presumed to be the effects on the eyes or brain of excessive stimulation or interaction with contextual or competing stimuli of a specific type—brightness, colour, position, tilt, size, movement, etc.
Optical illusions are often classified into categories including the physical and the cognitive or perceptual, and contrasted with optical hallucinations.

Of all the optical illusions, the ones I wish to focus on here are the cognitive illusions.

Cognitive illusions are assumed to arise by interaction with assumptions about the world, leading to “unconscious inferences”, an idea first suggested in the 19th century by the German physicist and physician Hermann Helmholtz. Cognitive illusions are commonly divided into ambiguous illusions, distorting illusions, paradox illusions, or fiction illusions.

1. Ambiguous illusions are pictures or objects that elicit a perceptual “switch” between the alternative interpretations. The Necker cube is a well-known example; another instance is the Rubin vase.

2. Distorting or geometrical optical illusions are characterised by distortions of size, length, position or curvature. A striking example is the Café Wall illusion. Other examples are the famous Muller-Lyer illusion and Ponzo illusion.

3. Paradox illusions are generated by objects that are paradoxical or impossible, such as the Penrose triangle or impossible staircase seen, for example, in M.C Escher’s Ascending and Descending and Waterfall. The triangle is an illusion dependent on a cognitive misunderstanding that adjacent edges must join.

4. Fictions are when a figure is perceived even though it is not in the stimulus.

Now allow me to put forward the idea that as we become increasingly time poor and information burdened we increasingly begin to filter, even to the stage that we become unaware of it. This is where it can get dangerous.

I’m not talking about optical illusions jumping up at you in the workplace or in your day to day lives but I am talking about the way we all reduce information and events into “byte” sized pieces. Think about it, we dot point things, prioritise, we use jargon and, my pet hate, we make up acronyms. All in the name of efficiency and understanding. We have become a sound bite culture in an attempt to make sense and deal with all this stuff.

So what’s the problem? Well the reduction and filtering is. Think about it, reducing something means leaving something out or changing the original to a more compact form. Filtering means to sort something and then to determine what’s most important and then effectively ignoring other things to varying degrees.

When I was working in a laboratory I was told the story of a technique which was written up in a scientific journal. The Professor in our lab was trying to repeat the described technique and tried repeatedly, only resulting in failure. He followed the outlined procedure to the letter but to no avail. He ended up deciding to ring the parties concerned and found out that they had actually written in their original paper, that after a certain step in the process, they had gone to lunch for 2 hours. The scientific journal thought that this was not needed and removed this notation from the final publication. The irony was that without the 2 hour pause in the procedure the technique didn’t work at all.

Sound bites can be just as dangerous because often you don’t know what has been filtered out and things can be taken out of context.

To highlight just how misleading sound bites can be, consider an ecological study conducted by a friend of mine. He was collecting data on the kangaroo densities in a particular area and some of the variables which he looked at included vegetation type, terrain, lightning strikes etc. Now when he processed the data statistically there was a very strong positive correlation between the number of kangaroos and the number of lightning strikes. We joked that kangaroos obviously sprung up from lightning strikes; ridiculous but supported by the statistics. The real reason was that lightning strikes meant that a tree was burnt or a fire started. This meant that the native vegetation sprouted regrowth, which was tender and plentiful attracting the kangaroos into the area. So without the extra information about fire and Australian ecosystems the data could be misinterpreted.

I propose that in the course of dealing with an influx of information by reducing it to dot points, catch phrases and sound bites, we can filter things to the extent that their true nature can be lost.

I also think that this culture of sound bites can lead to ambiguity, distortion, paradox and even fiction, like cognitive optical illusions.

So next time, you’re making sense of information or trying to convey and teach, remember to check if any of these are possible :

1. Ambiguity – Can your abridged version have alternative interpretations or be perceived in more than one way?

2. Distortion – Are any parameters you’re touching upon, affected by how you choose to focus on them?

3. Paradox – Can your abridged version lead to a cognitive misunderstanding resulting in a paradoxical or impossible conclusion?

4. Fiction – Can your abridged version be perceived incorrectly?

So when you’re tempted to sound bite a concept or idea just remember Benny Hill “Never Assume because you make an Ass out of U and Me”.

Often clarity is aided by multiple perspectives (yes my sound bite).

Sound bites work because the brain is driven to define reality based on simple, familiar objects, it creates a ‘whole’ image from individual elements but this is also a potential problem. This is the reason taking them out of context can be very dangerous and some people do it on purpose to discredit valid concepts or people… a slippery slope.

 

Appendix

Three main types of optical illusions explained:

1) Literal optical illusions create images that are different from the objects that make them,

315px-allisvanity
One of the most well-known literal illusions is the painting done by Charles Allan Gilbert titled All is Vanity. In this painting, a young girl sits in front of a mirror that appears to be a skull. There isn’t actually a skull there, however, the objects in the painting come together to create that effect.

2) Physiological illusions that are the effects of excessive stimulation of a specific type (brightness, colour, size, position, tilt, movement)

IMG_4364
The checker shadow illusion. Although square A appears a darker shade of grey than square B, the two are exactly the same.
IMG_4365
Drawing a connecting bar between the two squares breaks the illusion and shows that they are the same shade.

IMG_4366
In this illusion we see square ‘A’ and ‘B’ as not the same colour, but when the image puts the two square next to each other; they do appear to be exactly the same colour.

3) Cognitive illusions, the result of unconscious inferences. The brain trying to understand perceives the object based on prior knowledge or assumptions (‘fills in the gaps’).

345px-my_wife_and_my_mother-in-law
Cognitive Illusion Image – My Wife & My Mother-in-Law. Do you see a young woman or an old lady?

Wikipedia Optical_illusion
Study.com Lesson What are optical illusions; definition; types
Lecture-optical-illusion-perception
Wikipedia Sound_bite

Sound Bites

If you take only one thing away from reading this post – it is a caution to be very careful with taking only one thing away from any interaction.

We are evolved to filter information so that we only need to focus on things that are important to us – that’s why painters can put a few brush-strokes on a canvas and we can interpret it as a person walking on the beach in the distance.

Person on BeachWe filter without realising it – if we did not filter, we would be overloaded with information and find it very difficult to proceed.

When we have a conversation with someone, we imagine that they understand everything that we say in the way that we intended for it to be meant. The only thing that we can be certain of, in fact, is that the person will have interpreted what we said in the way that made sense to them. Of course what makes sense to the other person might or might not be aligned with what we actually intended.

One time, I came away from a conversation wondering why the person had started to debate the pros and cons of scrum when I had been meeting with them about something else. On reflection, I realised that my job title at the time contained the word ‘Agile’ so that person thought that I was only speaking about scrum teams and the delivery process. It was likely that the other person had a very different definition of agile – mine is a very broad one and includes Lean, Cynefin, Design Thinking and many other useful ideas and approaches. Others might define agile as ‘scrum’ and not much more for all sorts of reasons. This means that the other person was filtering my part of the conversation through a ‘Kim is here to talk about scrum’ lens which led to a complete misinterpretation of what I was asking about.

How does this relate to the title of the post ‘Sound Bites’?

We in the Lean and Agile communities have discussed and investigated many concepts and are in the habit of using short descriptions for very complex ideas. Within the community, I can say something like ‘I like to use the Cynefin Framework to help me determine which approaches are compatible with the system that I am working with’ and lots of people would understand what I meant to say. But I have spent a lot of time reading about these ideas, attending conferences, speaking with experts and trying them out so the following terms are loaded with deep meaning;

  • Cynefin Framework
  • Approaches
  • System

These terms are at risk of becoming ‘sound bites’ – the main thing that an audience hears and therefore believes is the main message. They could then try and apply one of the concepts, or an extrapolation of these ideas and end up with a completely unexpected result.

This is not the first time ‘sound bites’ have happened in our human history. For example, Bob Emeliani wrote a great post recently about Frederick Winslow Taylor and how people partially applied his Principles of Scientific Management and ended up with a sub-optimal result.

What can we do about the problem with ‘sound bites’?

We need tailor our conversations to our audience. In a group of deep experts, it is fine for us to use our shorthand terms and jargon – but in a mixed group or with non-experts, it is as if we are teachers providing all the answers to students and not teaching them how to learn – so our words are ripe for misinterpretation.

Now that you have read this post and therefore interpreted it in your own ways, I would be very interested to hear about your experiences with sound bites, or what the term ‘sound bites’ means to you.

Please leave a comment or find me on Twitter: @kb2bkb

Questions as Boundaries

How do we know when we are asking a good or a poor question? One sign of a poor question is when people are spending a lot of effort for seemingly little gain.

Question‘What should we do?’ can be both.

If it’s been done before and there is a predictable, best practice way to do it, then the obvious answer is ‘The next logical step.’

Obvious StepsHowever, if we are exploring complexity it can be a poor question, there are so many possible options that it can take a long time to decide what to do.

Complex SpaceIn order to explore something which has limited certainty, it is better to form a view or hypothesis and test it. This then creates a type of boundary around the thing we are trying to understand to help us make sense of it.

Questions as BoundariesQuestions like

  • Will ‘X’ happen if I do ‘Y’?
  • Is it feasible to achieve ‘X’ for ‘Y’ effort?
  • Will people buy our product?

For example, we often start a project by asking how much time and money it will take to make our idea a reality. This can drive a very large amount of effort to find out – when the project happens to be in the complex domain (as per the Cynefin Framework). If we change the question to ‘Is it feasible to make this idea a reality for $X and Y time-frame?’ it puts boundaries around the initial exploration stage and we can avoid large amounts of wasted and unfocussed effort. An example can be found in my previous post ‘Why do we Estimate?’

Questions on Cynefin FrameworkIn summary, check which type of system the question relates to according to the Cynefin Framework. Then check if the question is helping to drive useful logical work or useful exploration and if not, then change the question.

LeanUX 14

I’ve spent the last week writing up my notes from the excellent LeanUX NYC Conference held on the 10th-12th April 2014. The great news is that all of the speakers were recorded and these will be progressively released on the LeanUX NYC site. Below are just a few things that I enjoyed learning about.

Interactivism – a  model of planning where we ask what we would want to design right now that would work – instead of an ideal future state. We then identify the constraints impeding us from achieving that now and manage those constraints. From the opening keynote by Jabe Bloom.

Alistair Croll mentioned that innovation is the opposite of what the large company is designed to do and therefore innovators are seen as things like bad listeners and job killers etc…

The three things that lead to success are

  1. Intention – manifested as a decision
  2. Process – a means/routine
  3. Practice – right practice, deliberate practice

This is from John Shook who spoke about Lean Change

Thomas Wendt mentioned that testing can reveal coping strategies – things that people do to cope with poor design – I really liked this insight.

In a complex adaptive system, messy resilience is better than neat stability. The idea of boundary conditions as membranes not walls. These two items from Alicia Juarrero.

Bill Beard talked about branding moments such as making a wrong password failure a bit more fun instead of the plain ‘invalid password’ response – but only to do these sorts of things if your product is not broken. A very important point.

A complex adaptive system is modulated – not driven. It is non-causal and is dispositional. Also, frameworks are scaffolding and are meant to be taken away. These are from Dave Snowden who provided an excellent closing to the first day.

Markus Andrezak pointed out that the constraints applied to a work environment meant for creation and creativity would be harmful to a production work environment and vice versa.

The above are a sampler of the take-aways that I am finding useful to ponder about – and I would encourage you to watch the videos when they are posted. The conference was intense and informative and a great way to meet people who are leading our thinking about improving the ways that we work.

 

 

 

Decisions

Thank you to Torbjörn Gyllebring and Thom Leggett for the conversations and inspiration to write this post.

It can be useful to step back from our work and study the decisions that we are making. Here are some of the ways to study decisions and how we can start to visualise the information.

Mapping Decisions

Start by writing out the decisions and laying them out in a logical sequence – grouping similar ones together and consequential ones after each other. Draw some arrows between them – it can be helpful if another person is working with you to help clarify which decisions lead to others and their inter-relationships.

Sometimes there are loops such as the ones labelled ‘A’ and ‘B’ where, when we make decsion A, it changes how we should make decsion B which then impacts how we should make decision A. It might be possible that we get false ‘loops’ as well as the real ones when we are not clear about the decisions that we are making.

 Decisions pull info

Once a decision has been identified, we start seeking the information required in order to make the decision. It is as if the decision is ‘pulling’ the information into it, and once there is enough, we can then make the decision. We can visualise this by writing the decision as a question on the top of a card and the information items required as bullet points under the question.

 Decision Cards

Some information items are actually prior decisions, we can use a code to link these cards together and put them up on a wall to show the realtionships. This allows us to have good conversations about both the activities required to gather information and the progress of the decisions that we are making.

 

New Skills

I have been knitting a pair of socks for myself this last week – on a set of four needles – in the round. It is really easy to do because I can just keep knitting and only need to use purl stitches when I make the heel.

I first tried making socks on a pair of needles (like normal knitting).

2 needlesI was very surprised when it was quite difficult – heels had to be formed at both ends, every second row was purl and the finished sock had a seam underneath the foot.

So I tried with 4 needles and it took a little while to work out how to hold them – but it is much easier.

Knitting in the roundI wonder how many other things I have avoided trying because they look difficult? I could be missing out on gaining some new skills.

Grateful

It is a beautiful Sunday morning and I was reflecting about the way I used to perceive time.

I used to see the weekends as jewels that were very far apart on a string of grey and dull time that included the obligations of work in between. I would despair that the weekends were so short and start to feel stressed from Sunday lunchtime about how little I had achieved in the weekend.

That was a long time ago – now I see things very differently.

Each day is a gift and I am curious to find out what I will learn from every single day. The reason this has changed is because of the joy that I have in learning new things and having the freedom to do this at work as well as privately.

I am grateful to all the people that have helped me to understand new ways of working related to Cynefin, agile, lean and beyond. You know who you are – if we have ever spoken/tweeted around these topics, or if you have written posts, tweets or books that have inspired the people I have spoken to…Thank you.

 

Complicated Kanban?

Catherine Walker has asked if ‘…professional designation edges the Kanban community towards the Complicated domain…’ in a recent post. On a slightly different tangent, I think that aspects of Kanban sit in each of the Simple, Complicated and Complex Cynefin domains and the complicated aspects are the ones that could be used for certification purposes if needed.

Here is an explanation using a Kanban board as a simplistic example – of course, Kanban is much more than a board…..

Simple BoardSimple Domain – Simple Board

Setting up a board to visualise the work is easy – anyone can put up 3 columns and place work items into ‘to do’, ‘doing’ or ‘done’. This puts it into the simple domain.

Psychology of the BoardPsychology of the Board

Understanding the reasons why visualising the work on a Kanban board helps us in  many human ways takes education and expertise. Thus it belongs mostly in the complicated domain. This is an example of an area that could focus on certification – where patterns have stabilised and outcomes are predictable.

Speaking BoardBoard Informing Work

One of the most powerful things about the simple Kanban board is how it can show us ways that the work is flowing (or not) so that we can improve the ways we work. What the board will show us will be different for each context that it is used in and thus sits in the complex domain.

 

 

 

Ladders

Thanks to an ‘off the cuff’ comment from @semanticwill about ladders of inference, I started to think about it a bit more deeply.

We each have a rich set of different experiences in our lives that make us who we are. When we make assumptions about statements that others make, we can ‘race’ up our ladders of inference – this can happen on both sides of the conversation.

Our Ladders of Inference are Uniquely Our Own

We are advised to ‘walk back down’ our ladders of inference when we make assumptions, but what I had not thought about much was that some ladders can be short and others long. So if I am working with someone else rung by rung to unpack our assumptions, I should not be surprised if one of us only goes a couple of steps and the other many more.