Applying Design Thinking and Complexity Theory in Agile Organizations. Jean Tabaka, Rally
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1
2
3 Applying Design Thinking and Complexity Theory in Agile Organizations Jean Tabaka, Rally
4 growth
5 good
6 change
7 weird
8 An Agile Adoption Story
9 2002
10 5000
11 14
12 7
13 1
14 1
15 Bureaucracy
16
17 Cookbook Agile
18 Algorithm
19
20
21 FOLLOW the PLAN
22
23 Lack of innovation
24 Diminishing customer base
25 Escalation
26 Agile blame game
27 MOST have what appear to be suicidal tendencies Organizations
28 Agile adoptions need to leverage the science of complexity
29 Agile adoptions need to leverage the discipline of design thinking
30 Our journey must embrace vision with hunches, exploration and empathy
31
32 3 thoughts
33 Don t latch onto a cookbook of Agile practices
34 Invite principles and practices outside of Agile as your organization matures
35 Combine emergence and resilience for sustained Agile innovation
36
37 Death by Agile
38 Thrive versus merely survive
39 Leverage the wildly unexpected
40
41 Why
42 4 Dots
43 6 Connections
44 64 Patterns
45 10 Dots
46 45 Connections
47 ? Patterns
48 Patterns 35,184,372,088,832
49
50 We live in an unordered, complex world
51 We have complexity of
52 Organizations
53 Code-base
54 Customers
55 Market
56 We can t afford to latch onto recipes of
57 Order
58 Control
59 Algorithm
60 Are you complex?
61 What you predict doesn t come true.
62 What worked yesterday, doesn t seem to be working today.
63 What you don t know is unknown.
64 Are you a chef or a recipe follower?
65
66
67
68
69
70 Analysis and induction alone cannot manage complexity
71
72 We should must invite abductive logic
73 We must invite mystery to allow innovative patterns to emerge
74 How
75 How do we make sense of environments like this?
76 Gaussian Probability is not sufficient
77 But where are the low probability, high impact events?
78 Pareto Plausibility seeks outliers
79 Seek the low signal outliers
80 Cynefin
81 David Snowden
82 Plausible Probable Unordered Ordered
83 Plausible Probable Chaotic Complex Complicated Simple Unordered Ordered
84 Plausible Probable Complex Complicated Chaotic Simple Unordered Ordered
85 Plausible Complex Probable Complicated Disorder Chaotic Unordered Simple Ordered
86 The relationship between cause and effect
87 Plausible Complex only coherent in retrospect, and not repeatable Probable Complicated requires analysis or expertise Disorder not perceivable Chaotic Unordered obvious & repeatable Simple Ordered
88 What practices are appropriate?
89 Plausible Complex Emergent practices Probable Complicated Good practices Disorder Action Chaotic Unordered Best practices Simple Ordered
90
91
92 Relisience vs Robustness
93 Effectiveness vs Efficiency
94
95 Design Thinking
96
97 George Kembel d.school, Stanford University
98
99 It is not possible to prove any new thought, concept or idea in advance. Charles Sanders Pierce
100 Exploration Mystery Heuristics Algorithm Exploitation
101 Balance exploitation and exploration
102 Reliability vs Validity
103 The Prediliction Gap
104
105 Combining design thinking and complexity theory
106 What
107 We have practices based on these principles
108 Probe, Sense, Respond
109 Explore, Exploit
110 Emergence and resilience
111 Cynefin
112 Cognitive Distribution
113
114
115 Complex Domain Probe, Sense, Respond Frequent experiments Pattern matching Exploring hunches people
116 Evaluating your system Complex Complicated Disorder Chaotic Simple
117 Safe fail probes
118 Actions in the Complex Domain
119
120 Success, Failure, Amplification, Recovery
121 Shallow dives into Chaos
122 Complex Complicated Disorder Chaotic Simple
123 Design Thinking
124 Non-linear design thinking practices
125 Design Thinking
126 Create space for the wildly unexpected
127
128
129
130 Vision & Empathy
131
132 MOST have what appear to be suicidal tendencies Organizations
133 We live in a world of complexity
134 Agile adoptions need to leverage emergence in complexity
135 Our journey must embrace vision with hunches, exploration and empathy
136 Applying Design Thinking and Complexity Theory in Agile Organizations Jean Tabaka, Rally
137
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