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Social Engineering
David J. AndersonLean Kanban North America
San DiegoMay 2016
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Sociology is the innovation in Agile development methods
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Tribes Great Boss, Dead Boss -- Ray Immelman
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All warm-blooded vertebrate animals form social groups for survival and mutual advantage
Flocks… Herds… packs… tribes.
We are inherently social and cannot get away from it.
The social nature of our species governs our behavior.
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A need to belong ranks 3rd
in Mazlov’s hierarchy of needs
after physiological and safety concerns.
We inherently want to belong to social groups.
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The need to belong and conform often overrides logic or the values and beliefs
of the individual.
Individuals often behave against their better judgment for fear of
repercussions for their social status…
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This can lead togroup think errorsriotsethnic cleansingwar crimes
and generally acts out of character for the individual
such ascriminal behaviorvandalismpetty crimedrug taking and substance abuse
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Social behavior is governed by our limbic brain
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Logical behavior is governed by our frontal cortex
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Immelman’s great insight is that we should recognized people in the
workplace behave in an inherently tribal manner
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Social group cohesion
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Social group cohesion
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Highly cohesive social groups can represent attractive homes for the lost,
e.g. cults.
Highly cohesive social groups tend to be brittle and lack resilience and robustness in the face or environmental
change
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Why did the Greenland Norse “Collapse”
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So if Agile requires a high trust culture, does a high level of social capital
predict Agile adoption?
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LiberalConservative
Low
Tru
stHi
gh T
rust Scandinavia
CoastalUSA
UnitedKingdom
India
China
Netherlands
Belgium
Germany
FranceLatin
America
Rest of USA
Early Agile Adoption
JapanEarly Kanban
Adoption
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The key to Agile adoption lies in the social cohesion of society, not its social capital.
Liberal societies are more likely
to adopt it.
Early Agile Adoption
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Liberal societies exhibit "anti-fragility"
as they are tolerant of innovation,
and more likely to
adopt, adapt or exapt a concept from outside
when placed under stress.
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Kanban's start with what you do now approach
made it appealing to a much wider audience.
Conservative, low trust cultures can still use Kanban by simply
making current policies explicit.
The act of making policies explicit and providing transparency through visualization
automatically moves the culture up and to the right
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or the inherent empowerment
provided by making policies explicit.
Early Kanban Adoption
Some Kanban adoptions fail because the culture is resistant to transparency
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A truly Agile society is both highly trusting and very liberal
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Review: Definition of theKanban Method
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The Kanban Values
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The Kanban Method
Service Delivery Principles
1. Understand and focus on your customers’ needs and expectations
2. Manage the work, allow your people self-organize around it
3. Your organization is an ecosystem of interdependent services steered by its policies, reflect regularly on their effectives and improve them
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The Kanban Method
Change Management Principles
1. Start with what you do now Understanding current processes, as actually practiced Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement through evolutionary change
3. Encourage acts of leadership at all levels
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Kanban Method uses…
… uses kanban boards to visualize invisible work, workflow & business risks together with kanban systems which limit work-in-progress
Kanban Method delivers…
… faster, more predictable service delivery and an adaptive capability that enables you to respond effectively to changes customer demand or your business environment
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The Kanban Method
General Practices
1. Visualize (with a kanban board 看板 )
2. Limit work-in-progress (with kanban かんばん )
3. Manage flow4. Make policies explicit5. Implement feedback loops6. Improve collaboratively, evolve experimentally
(using models & the scientific method)
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The Kanban Lens
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Implementing Service Delivery Kanban
Specific Practices1. Visualize service delivery workflows2. Implement virtual kanban systems3. Manage flow within & across workflows4. Make your decision framework, risk management
policies & boundaries of empowerment explicit5. Implement the Kanban Cadences6. Improve collaboratively, evolve experimentally
(using fitness criteria metrics, and model-driven improvements based upon an understanding of risks, variability, constraints, sources of delay, queuing theory, real option theory, transaction
& coordination costs)
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StrategyReview
RiskReview
Monthly
ServiceDeliveryReview
Bi-WeeklyQuarterly
KanbanMeeting
Daily
OperationsReview
Monthly
Replenishment/Commitment
Meeting
Weekly
DeliveryPlanningMeeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
infoinfo
info
info
change info
Kanban Cadences
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Are we doing Kanban or not?
It isn’t a question of evaluating practice usage but rather a question of intent …
Do you intend to use visualization & kanban systems to drive a focus on sustained fitness for purpose?
Do you view your organization as a network of services and seek to improve the balance of capability against demand &
customer expectations?
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Kanban Litmus Test
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STATIK(Systems Thinking Approach to Introducing Kanban)
This process tends to be
iterative
Identify Services. For each service…
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Examples of social engineeringWITH
Kanban
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- 1 -WIP limit smaller than team, forcing collaboration or transparent idleness
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- 2 -Aggregated team servicing multiple customers,
forcing collaboration in various ways: Agreed capacity
allocation
Democratic voting
Consensus selection
Level of trust rises with each
style of collaboration
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- 3 -Use of avatars for multi-skilled workers,
specialists and narrowly skilled on specific rows
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- 4 - Manage the work,
allow your people to self-organize around it
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Examples of social engineeringIN (the design of)
The Kanban Method
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Start with what you do now
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Kanban should be like water!
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Kanban daily meeting is social
System 1 engagement – visual, social, tactile, narrative
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StrategyReview
RiskReview
Monthly
ServiceDeliveryReview
Bi-WeeklyQuarterly
KanbanMeeting
Daily
OperationsReview
Monthly
Replenishment/Commitment
Meeting
Weekly
DeliveryPlanningMeeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
infoinfo
info
info
change info
Replenishment meetings are social
Replenishment meetings force social collaboration from multiple
stakeholders who have to agree on selections or agree a democratic
voting system or a capacity allocation system
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Transparency Balance Collaboration
CustomerFocus Flow Leadership
Understanding Agreement Respect
Kanban Values are inherently social
Customer focus helps bind teams in a common goal!
Leadership (at all levels) indicates a preference for a
loosely cohesive social structure
Understanding, agreement, collaboration & respect are
all inherently social values
Transparency indicates a preference
for a high social capital, high trust culture with a flatter social hierarchy
and greater social mobility
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Examples of social engineeringFor (the development of)
Kanban (as a social group)
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- 1 -No Kanbanistas
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- 2 -No roles
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- 3 -No Kanban-but or Kanban-butts
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- 4 - Long resistance to certifications. No role-based certification
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- 5 -Social behavior across market adoption lifecycle
Enthusiasts EarlyAdopters
EarlyMajority
LateMajority
Laggards
Rate Of
Mar
ket
Adop
tion
time
Moore’sChasm
LittleChasm
I want tojoin your tribe.
The earlier I join,the more socialstatus I expect
I have no interest injoining your tribe.
I want to use your tool
Early market is about building
community.
Everyone is a leader
Need separation of
events: leadership retreats for
early market; LeanKanban conferences for majority
market
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Actions all taken to deliberately position the Kanban community
as a loosely cohesive social group
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Not without consequences...
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Developing and maintaining a loosely cohesive social group
is more expensive in time, energy and money,
than developing a highly cohesive group.
So Why Do it?...
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Advantage #1: Develops New Leaders
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Advantage #2: Continual Innovation
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Advantage #3: Thoughtfulness
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Rejections & Resignations
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Disadvantages #1: People like, want and need highly cohesive social groups
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Disadvantage #2: Retards the Training Market
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Disadvantage #3: Avoiding Dogma is Costly
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Conclusions
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We are inherently social!
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Social Engineering with/in/for Kanban
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Social Engineering with/in/for Kanban
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Social Engineering with/in/for Kanban
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Social Engineering with/in/for Kanban
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2012 Lessons in Agile Management
The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method
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Thank you!
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About
David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.David is Chairman & CEO of Lean Kanban Inc., a business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”
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