Archives for category: Insights from Leaders

Experts say there are a few things we can all do to preserve and even develop brain agility throughout adulthood and into our later years. One key is to incorporate divergent as well as convergent thinking – both the linear and the creative thought processes – into our days.

How do we do this?  As it turns out, the medium of sculpture offers a unique set of benefits.

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According to neuroscientist and Tedx speaker Eric Kandel, “The tactile system is one set of neural pathways in the brain. The visual system in another.  When the two converge, the combined effect can be very powerful.” He goes on to describe how engaging with sculpture brings together memory, intellect and sensory impressions.

Because it is a “both-handed” endeavor, sculpture – more than other art forms such as drawing or painting – engages both sides of the brain.  This integration promotes overall cognitive function by mitigating the process of lateralization, or use of specific areas of the brain for different functions, which tends to progress with age.

Dr. Ivan Tirado, an artist who earned his doctorate in instructional design, appreciates sculpture’s connection to a pre-verbal state of human development. “Blending cognitive psychology with art has always been interesting to me. Sculpting, for example, connects us with the first loving touches we received as babies.”

He also points out that making art helps the brain access the state of relaxation so necessary to effective decision-making. “Research shows that tapping into creative flow offers the same neurological benefits as meditation or massage.”

Says one of his students, “When you’re up on your feet, moving around, encouraged to look at things in a new way, it broadens your perspective. It’s not just about art. It teaches you how to pay attention.”

Two years ago Tirado began holding Sculpture Parties to promote social and cognitive wellbeing through the creative process, particularly to encourage acceptance of our imperfections as we grow older by studying the human form.  “We’re all a book, writing it as we go.  We have to fall in love with all of the changes as they happen.”

As he wrote in his dissertation, art provides experiences that “improve self-efficacy, which is the perception of skills to achieve a goal, by bridging new concepts to known concepts and experiences, focusing on short-term goals, guidance, feedback, and motivation. Commitment to short-term goals leads to accomplishment, which improves self-efficacy, creating a cycle of transformation.”  These brief, linear sequences embedded into cyclical feedback loops achieve the combination of divergent and convergent thinking recommended for keeping an individual’s neural connections rapid, plastic and strong.

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Tirado’s artwork is published in the books International Contemporary Masters VI (World Wide Art Books, 2012) and Important World Artists (WWAB, 2013). His research is published in the International Journal of Strategic Information Technology and Applications.

LEARN MORE and – if you’re in the New Haven area register for one of his Sculpture Parties!

Art professors and curators have honed a facilitation skill most IT folks need to practice: critiquing works-in-progress.  Too often individuals’ communication styles can block or limit a clear pathway from feedback to improvement.

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Meet-the-curator event at Artspace in New Haven Oct 2012

In the art world, there are many structured formats for conducting a critique.  The one I tend to reach for as a model for software teams is a kind of Perfection Game compatible with principles of Non Violent Communication.

The process consists of group members performing four observable actions in sequence.   Prompts for each action take the form of questions. In steps 1 & 3, the responses are open-ended.  In steps 2 & 4 the responses are binary.  This pattern of alternating open-ended and binary questions sets up the framework for a productive critique.

1. Describe – In its current state, what do you notice first about this work?  What are its salient features?

 

2. Analyze – Do the relationships among the various parts create an overall sense of harmony or distress?  Does every element really need to be there?

 

3. Interpret – What do the form and functionality here imply about the intent?  What might bring this work closer to fulfillment?


4. Judge – (go ahead, it’s safe at this point!) Is the work gelling or not (yet) in its current state?  Is the “Why?” of this thing obvious?

 Bonus game-within-a-game: The group can create a mnemonic device for remembering the sequence of actions according to the first letter of each word.  For example, DAIJ can stand for “Dem Apples Is Juicy” or “Do All Introverts Joke.”

Art students who practice giving and receiving feedback embody the knowledge that creativity relies on structured group communications.  Peers in such forums have a responsibility to help each other clarify and measure intent.  Full realization of anything complex is an iterative process, generally requiring more than one round of group critique.

MANY THANKS to predecessor Lee Devin, co-author of Artful Making: What Managers Need to Know About How Artists Work and The Soul of Design.  And to the team at Independent Software who practiced the artful critique in their demos.

Want to know more about models from the arts that apply to business? Schedule a Creative Companies consultation with Elinor Slomba.  Email artsinterstices at gmail dot com.

An interview with Jesse Fewell, author of “Can You Hear Me Now?: Working with Remote Virtual and Distributed Teams”

 

 

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ES: I found reference to your book at the end of Mark Kilby’s wikinotes from Agile Alliance 2014.  He led a session called “Remotely Agile?”  I’m really honored you have time to speak about this. What is the main pain point common to all teams working remotely across the agile space?

 

JF: Preparation.  When you assume you’re set up and can just “hop on the call,” it becomes painfully obvious when you’re not.  We’ve all been there and not followed our own advice. It happens.

 

ES: That’s for sure…my computer overheated once and I had to use frozen pizza as an emergency cooling pad!

 

JF: Hah!  And then of course preparation means much more than gear, although the gear is important.  It’s also more than simply setting an agenda and booking a meeting in Outlook.  Preparation means asking ahead of time: what information needs to flow out of this meeting?  What are the pieces to be unlocked by the exchange?  How are we going to create a collaborative environment?

 

ES: It can be difficult to get anyone to focus on these questions in advance.  How do you do it?

 

JF: I find it helps to have a framework.

 

There’s Innovation Games  “Ideas into Action” model that invites us to choose a format based on the conversation we’re going to have.  There might be a portion of time set aside for ideation where we use sticky notes.  Then we do some shaping of the material, this might be in a shared GoogleDoc which we type  in and look at together.  Then there might be some prioritization which could involve an online poll.  You can actually map a conversation through these different platforms.

 

Innovation Games has taken the effort to productize some useful things for online work, including the Budget Game. The idea here is how do you decide in a consensus in a collaborative environment?  Everyone has monopoly money to spend, and they form alliances.

 

And check this out if you haven’t already: “We’ve Got to START Meeting Like This” by Dana Wright.

She says whenever there’s an event or a meeting, or say for instance an Agile ceremony, you follow this model:

  • Beforehand, anticipate.
  • During, use engagement techniques.
  • Afterward, think about how to extend the dynamics, momentum, the energy.

 

ES: That makes a lot of sense.  How can we equalize the dynamics on teams that have some members co-located and some remote?

 

JF: I like to have everyone dial in.  Whether you’re thirty feet apart or thousands of miles, it’s a great equalizer so everyone can virtually collaborate.

 

When Verizon Wireless wanted to bring different silos together into the product requirements phase setup, not everyone could fly in but they still wanted to be involved.   We achieved a collaborative dynamic with these people through a simulcast – virtual teams were established with a facilitator in the main room.  They broke out then had a debrief at the end with representatives from each virtual team.  It worked!

 

ES: Is there a set of meta-skills needed to arrive at protocols for how teams will operate virtually?

 

JF: Interesting question, facilitation is one.  When you’re face to face, the speaker owns the room. The audience gives the facilitator a huge amount of authority to set up the collaborative energy.  If he or she says, “Stand up and talk to the person next to you,” we do it.

 

In a virtual environment it’s much harder to rely on one single person to facilitate.  Everyone’s distractions are a lot closer at hand, and so everyone has to bring a commitment that “we’re going to make this work.”  Remote facilitation is about connecting people to their sense of purpose and reminding them why it matters.

 

The book Remote by 37 signals talks about this. Working remote is how they recruit the best talent, so getting it right is a badge of honor and a source of pride. You have to reseed that original emotional investment.

 

ES: Okay, facilitation.  Any other meta-skills?

 

JF: Because the peripheral senses are missing in an online environment, we can’t read each other as well.  So introspection becomes important.  We rely on everyone to be a little bit more self aware than usual.  Checking in needs to happen more frequently, not just at the beginning of  a meeting.

 

I’m actually going to be speaking more about this at my keynote at the PMI conference in St. Louis in October.  There is definitely a personal skillnet that is needed for individuals to help bridge the distance on teams.

 

ES: Well, thank you.  Let’s speak again after you give that talk and before I go off and tell stories about remote teamwork at Agile Tour London!

 

There will be a follow up conversation in October 2014.

______________________________________________________________________________

 

Jesse’s book is mentioned on this wiki from Agile Alliance 2014 http://www.agileorlando.com/wiki/doku.php?id=distributedrestrospectives

 

Jesse Fewell spoke with Big Visible about Learning and Engagement at Agile Alliance 2014

http://www.bigvisible.com/2014/07/jessie-fewell-breakthrough-learning-engagement-agile-2014/

 

You can download a free e-copy of Jesse’s book at his website here: http://jessefewell.com/

 

For more Stories of Remote Collaboration, see my article on InfoQ: http://www.infoq.com/articles/stories-collaboration-remote-teams


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On December 16th Arts Interstices hosted a conversation via Google Hangouts among dance and theater improv artists and Agilists from various parts of the US.  The following is a briefing on some essential themes this cross-sector dialogue uncovered regarding the serious interest business is taking today in this art form.

“Yes, And…”

People feel threatened when choices are unduly restricted.  With a narrow set of options, positions become entrenched and even the simplest conversation become difficult.   Saying “Yes, And…” (rather than “Yes, but..”) is widely acknowledged to be the first guideline of improv.  Experienced practitioners emphasize building upon the contributions others have already made, creating an expanded sense of possibility.

“Make Your Partner Look Good”

Imagine going into a meeting with a bad set of nerves anticipating critical scrutiny.  Now imagine going in alongside a colleague, shifting your focus to a total dedication to making that person shine as the most brilliant mind on earth.    Sea Tea Improv recommends practicing this kind of mutual support as a way to instill trust quickly and powerfully.

“Suspend Disbelief”

Improvisational scenes progress iteratively.   Starting with mundane circumstances and then taking the audience along on a journey by adjusting their expectations step by step is conducive to fantastic results.

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“Mirroring”

One of the steps towards relaxing in a group is seeing oneself in others. That spark of recognition can be induced through the act of mirroring, used as an icebreaker in Annie Sailer’s movement exercises.

“Spatial Collaboration”

Knowledge workers have few conscious opportunities to read each other and respond nonverbally.  Even though these exchanges happen all the time at work, improvisational movement renders them intentional, slowing down the sequence of sensing, perceiving and choosing how to engage.

Just+at+Work+008Scrum Teams That Harmonize

Robie Wood led this workshop at the Paris Scrum gathering in September 2013 with his brother Jody Wood, a deeply experienced improv actor.  The description in the program reads: How can we positively charge and orient Scrum Team members toward effective participation in the conversations, activities and innovation necessary to deliver business value? Let’s get team members to Harmonize. To maintain team Harmony, we can draw on examples from the Arts where Harmony is sustained by using improvisation to adapt to changing complexity. The “Scrum Team that Harmonizes” workshop employs improvisation exercises from the Acting world that are designed to work on the specific skills needed by team members to perform effectively in each of the four types of Scrum Meetings.

Robie will host the next Hangout scheduled for later this month, and we’ll include international participants.   Further exchange will advance the dialogue and lay groundwork for intelligence-gathering and sharing of effective practices for how improv is being used today in business settings.   Practitioners can plug into this conversation by emailing artsinterstices@gmail.com or rwood@willshowvalue.com.

ADDITIONAL CONTACT INFORMATION

Sea Tea Improv http://seateaimprov.com/

Annie Sailer Dance Company http://anniesailer.com/d-a-n-c-e/statement

ShowVALUE http://www.linkedin.com/profile/view?id=15275730&locale=en_US&trk=tyah2&trkInfo=tas%3ARobie%20Woo%2Cidx%3A1-1-1

JW Actor’s Studio http://www.jwactorstudio.com/

This article is dedicated to my friends in the Agile community who have shown interest and curiosity in understanding the academic origins of the study of culture change.  The content is derived from my chosen field in college, Cultural Anthropology.  One of my favorite things is to help build cognitive maps across domains. – E. Slomba

The group of disciplines we know today as the social sciences emerged in the wake of the Industrial Revolution.  This increasing specialization was a response to the world’s increasing complexities.   Anthropology distinguished itself from the other branches of social science in two ways: first, by attempting to retain a comprehensive view of humankind and second, by an emphasis on empirical data.

Early Attempts at Explaining Cultural Differences

19th century scholars attempted to place the development of cultures within a set of evolutionary stages to tell “the” story of humankind.

“There is a psychic unity of mankind – a basic similarity of all human minds – in every land, in every culture,” Edward Burnett Tylor.

Tylor was the first to use statistical analysis in comparing cultures.  He initiated cross-cultural studies of commonly observed themes like marriage and inheritance.

“Technological inventions and discoveries alter society in a way so that new traits become necessary for survival,” Lewis Henry Morgan.

Morgan associated stages of evolution with particular technologies, and wrote about “successive arts.”  To him we owe a debt related to the concepts of disruption and innovation tracing back through generations of scholarship to his foundational work.

Data Gathering

Scholars during the early development of Cultural Anthropology focused on methodologies for ethnography and linguistics.

“Whenever we make judgements about good and bad cultures, we do so on the basis of certain overt or covert premises,” Franz Boas.

Boas was a staunch believer in the value of first-hand information.  He tore down previous contributions of “armchair anthropologists” and attacked viewpoints of certain races as being more or less evolved.

“Culture forms recognizable and persistent patterns,” Alfred Louis Kroeber.

Kroeber found examples of patterns in philosophy, music, literature and nationalism to suggest that genius tends to develop in cultural clusters.

“Borrowing is always easier than originating,” Robert H. Lowie.

For Lowie, cultural contact is an exchange of ideas.  He was interested in the ways different cultures mix and mingle, especially at their peripheries.

“I consider as my greatest accomplishment that I am an adopted member of the Comanche tribe, was accepted as a master carver by the Marquesan natives and executed commissions for them in their own art, am a member of the Native Church of North America (Peyote) according to Quapaw rite, became a properly accredited ambiasy nkazo (medicine man) in Madagascar and was even invited to join the Rotary Club of a middle western city.” Ralph Linton

Linton stressed that cultural factors were more important than biological ones in explaining differences among tribes.  He studied status and roles in class-based societies, with a main focus on the individual creating and reacting to cultural influences.

“Institutions are the vehicle through which specific influences are brought to bear on the growing individual.” Abram Kardiner

Kardiner emphasized the adaptations people choose in order to negotiate culture. His fieldwork gathered first-person biographies.

The next post will continue with Organizations & Reciprocity.  Meanwhile, THANKS for asking, Lisette.  I hope some of these points at least are helpful, and I’m glad we’re in the same tribe!

Lisette Sutherland is an expert on remote collaboration and community-building.  For more information about Lisette and her work, see happymelly.com & follow her on Twitter @lightling

RESOURCES

High Points in Anthropology

http://www.amazon.com/High-Points-Anthropology-Paul-Bohannan/dp/0075539772/ref=sr_1_sc_1?ie=UTF8&qid=1387076369&sr=8-1-spell&keywords=High+Ponts+in+Anthropology

Conformity and Conflict, Readings in Cultural Anthropology

http://www.amazon.com/Conformity-Conflict-Readings-Cultural-Anthropology/dp/0205234100

The Cultural Experience: Ethnography in Complex Society

https://kindle.amazon.com/work/the-cultural-experience-ethnography-complex/B000AI6HCW/1577663640

The Anthropology Network, an open LinkedIn Group

Anthropology and Design, an openLinkedIn Group

This post was originally published by The Whiteboard, a blog serving the Connecticut entrepreneurial community.  I am privileged to serve as a Start Up Community Journalist for The Whiteboard.  SPECIAL THANKS to my editor, Michael Romano.

http://newhiteboard.com/2013/12/05/the-artful-entrepreneur-integrating-business-and-creative-goals/

Being an Artful Entrepreneur means differentiating yourself so utterly in the marketplace that you are acknowledged as an artist at what you do.

If offering the cheapest alternative is your value proposition, this may be irrelevant. But in a global marketplace, we see more and more examples of positioning through artistic leadership as a coherent strategy.

This was the topic of a talk I gave on Tuesday as part of The Grove’s Workbench series. To demonstrate the range of possibilities, I invited Mark Krueger, a stone sculptor based in Wallingford, CT, who specializes in high-end residential stone installations, to pair with my focus on Agile project management. Mark has been my client for the past four months, and I wrote about him recently here in another post.

Principles of Artful Entrepreneurship

As Mark and I have collaborated to open up new markets for his work using the Scrum framework, we’ve recognized a few common elements linking the diverse approaches taken by Artful Entrepreneurs:

  • You are a cross-functional team. In the Agile world, a team of developers, business analysts, designers, and testers comprise the daily scrum. Artful Entrepreneurs are, in essence, a scrum of one. At all times you must balance profit margins with aesthetics, the need for speed versus uncompromising emphasis on quality. You bring the technical eye of the craftsman to the discipline of getting things done. You know that every perspective is important.

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  • You have enormous communications resources at your disposal. Free tools like Google Hangouts make it extraordinarily easy to connect remotely with colleagues and customers and keep tabs on competitors. Artful Entrepreneurs have a way of blending the efforts they spend on research and social media into constant opportunities to survey the field and take deep dives into perspectives that matter. This week, for example, Mark is preparing a talk for the American Institute of Architects on multicolored stone for decorative applications in Venice, Italy, while I’m preparing a talk for distributed teams in Utah, the UK, and Connecticut for the Royal Bank of Scotland.* There are many ways to research new topics and deliver information that benefits end users.

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  • You have a unique story to tell. Consultant Joanna Rothman frames her approach to what she calls Artisanal Change like this: “Have you ever tasted a superb strawberry just off a family farm? Or a microbrew beer from a small brewery or a chocolate from a superior chocolatier? If you have, you can remember the mouth feel, the explosion of taste in your mouth, the way it felt sliding down your throat.” She encourages corporate clients and other consultants to be agents of organizational transformations delivered with similar care and artfulness.
  • You don’t have to be all things to all people. What we offer is highly specific, sometimes micro-specific. Artful Entrepreneurs seek to attract not just any customer or client, but ones who share their values and with whom they can build a culture of trust that enables more of certain things to find an established home in the world. This is why Mark decided to become co-owner of a gallery housed within a commercial stone distributorship adjacent to Yale Science Park scheduled to open next year. “We may not sell a ton of artworks,” he says, “but we’ll give architects and designers a reason to get in their cars and drive out on an evening.”

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“Cover Songs Don’t Change the World”

The Accidental Creative is a podcast I’ve been listening to lately, thanks to my friends in Rome, Italy, at Cocoon Projects. Its tagline – “Cover bands don’t change the world” – is apt. Most entrepreneurs know that creativity is the greatest available weaponry to separate oneself from the pack. For Artful Entrepreneurs, every song is an original.

*The slide talk I delivered on The Agile Mindset can be found here.  https://docs.google.com/presentation/d/1iTtHyxqjJpLEV_zEHDG9rZxakVuY5tZJw5abF6gQpRc/edit

Photos are from an interactive exercise called The Domino Effect, which can be found at tastycupcakes.org

This article was originally posted in The Whiteboard, a blog serving Connecticut’s entrepreneurial community.  Michael Romano is the editor.  Read more Whiteboard articles here: http://newhiteboard.com/

Elinor Slomba is the founder of E. Slomba Arts Interstices as well as a Whiteboard Community Startup Journalist. In addition to covering the entrepreneurial ecosystem in Connecticut, she has written for The Whiteboard on the Scrum and Agile approaches to collaboration and project management. As a consultant and curator, one of her main concerns is bridging the worlds of art and business, helping artists be more entrepreneurial and businesses more artistic. The exhibition she recently curated, Navigate Complexity, is currently on view at The GroveThe work pictured above, from the exhibition, is “Nebulae #1,” by Jennifer Davies (handmade paper, string, 17” square).

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Monday evening, an exhibition I curated opened at the The Grove in New Haven, showcasing the work of 17 Connecticut-based artist-entrepreneurs and one timely business topic: Navigating Complexity.

The opening reception drew approximately 50 people from the arts and startup worlds, resulting in sales inquiries as well as rich conversation and invitations to participate in future shows.

The exhibition’s theme deliberately addresses a current obsession among the business world’s top-tier thought leaders. Indeed, this year’s Drucker Forum, which just concluded in Vienna, convened under the banner “Managing Complexity.”

The business world is finally catching on to what artists know every time they go into the studio. It isn’t viable to enter a change process with a well-defined plan and expect to follow it. Instead, creative leaders need to trust the emerging solution.

Startup Weekend New Haven Art

Judy Sirota Rosenthal’s “Unfinished Prayer” watches over a StartUp Weekend New Haven team burning the 9pm oil last weekend at The Grove.

As a curator and a connector of the arts and startup worlds, I hope to amplify the role that artists have to play as guideposts and model generators for what complexity theorist Esko Kilpi defines as “the science of uncertainty.”

I was introduced to Kilpi’s work this week by a publisher who was reading the introduction to the “Navigate Complexity” catalogue, a passage of which reads:

“Navigating complexity is all about patterns. Selectively reducing the data we absorb is an act of creative intention. The world has become a fiercely complex competition for headspace, so we must design criteria for engagement. The quality of the paths we find and the sense we make reflect not only trust in our relationships but also our orientation to uncertainty.”

In his 2012 essay titled “Complexity, Patterns, and Links,” Kilpi writes:

“Complexity refers to a pattern, a movement in time that is at the same time predictable and unpredictable, knowable and unknowable. Healthy, ordinary, everyday life is always complex, no matter what the situation is. There is absolutely no linearity in the world of human beings.”

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Jennifer Davies, Nebulae #2, handmade paper, string, 17” square

Helping people visualize new paradigms for organizational design is a service provided by visual artists like Jennifer Davies, whose “Nebulae” series graces the space where Independent Software works to help entrepreneurs build products and companies.

I see in Davies’s work the shift we are making from “the net” to “the mesh,” a concept put forward by author Lisa Gansky describing the way web-based businesses are advancing innovation through shareable goods. Says Gansky: “Every part is connected to every other part, and they move in tandem…. Mesh businesses are knotted to each other, and to the world, in myriad ways.”

Italian-born Giada Crispiels has installed ivy made from upcycled newspaper and magazine pages between the office of Big Bang, an industrial design firm, and a conference room. The effect adds organic energy and a touch of whimsy to the space.

Navigate Complexity may travel to other locations after February. A closing reception is planned for February 13th at The Grove.

Conflict based on personalities is a time drain, wasteful on many levels.  Conflict rooted in differing convictions can be constructive and add value if handled correctly.  Yet doing so takes courage, and that means facing our fears.

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Openly invite conflict.   People are afraid of disagreement because, in hierarchies, the outcome can be loss of social status.  Invite people to share a multitude of ideas in open forums.  There will be less risk associated with offering the “wrong” opinions, and  communal trust will increase. [1]

Kill the experts.  Any organization that presumes to bring in “experts” is operating in a hierarchical manner.  Call them something else, like “instigators.”  It changes the energy.

Critique ideas, not people.  In the 12-step circles I’ve been fortunate to frequent as a participant-observer, this is known as “putting principles before personalities.”  In a training session on giving feedback, one company I worked with decided to embrace the model of the art critique.  This makes the process of observing what works and what doesn’t fun and engaging rather than scary and full of rejection. [2]

Strictly enforce timeboxes.  When deadlines loom, posturing and jockeying for position simply makes no sense.  [3] Study how theater ensembles manage deadlines: the date for opening night gets published and the public is invited in.  Everyone in the ensemble has a personal, public stake in meeting the deadline [4]

Reinforce goodwill.   Consistent, sustainable quality cannot occur when people treat each other badly.   One company I worked for spelled out its expectation that we would show “respect and candor in all communications.”  Too much candor can descend into brutality.  Overly respectful deference, on the other hand, can put the freeze on important conversations.  So say it, but say it in a nice way.  That’s goodwill.

Be #Flawsome. Show your imperfections and people will automatically feel safer around you.  A group of people doing this will be more united than a team of perfectionists.   Do you believe that awesome imperfection is sufficient to muddle through challenges?  Try it on a small project and see how much anxiety and energy get released for finding creative solutions.

Play with options.  Forum Theater is a way to stop action in a tense or conflicted setting and reinvent new futures.   [5]  The following questions can be posed in writing (to encourage introverts) or in dialogue, or acted out in skits.

  • What would I do if I were brave..?
  • What would I do if I were all-powerful?
  • What would I do if I were in charge?

The Traditions of one worldwide self-organizing group state “So long as the ties that bind us together are stronger than those that would tear us apart, all will be well.”   Here’s hoping that all is well and continues to improve with you and your teams.

REFERENCES

[1] Brindusa Axon, “The Power of Productive Conflict” http://www.scoop.it/t/agile-teams-boosters

[2] Narcotics Anonymous, “Why It Works: The Twelve Traditions of NA” http://www.recovery-world.com/NA-12-TRADITIONS.html

[3] Tom Wujec & Peter Skillman, “The Marshmallow Challenge” http://marshmallowchallenge.com/TED_Talk.html

[4] Lee Devin, “Artful Making” and “The Soul of Design” http://www.sup.org/precart.cgi?id=11662

[5] Sarita Covington, energizing the use of Forum Theater to help organizations and ecosystems http://www.companycypher.com/

ACKNOWLEDGEMENTS

Arthur Fink, for sparking this essay and providing feedback  http://insightandclarity.com/ and http://www.arthurfinkphoto.com/

Michael Romano, for being a trusted and reliable editor

Pictured: Company Cypher, founded by Sarita Covington with another fellow Yale grad.  Coming soon to The Agile Gym (all rights reserved) 

In the book Sleights of Mind, Macknik & Martinez-Conde make the point that professional illusionists are artists.  Their medium is not a deck of cards but rather skillful manipulation of human attention and cognition.

joker

The authors present a few lessons learned that can be useful outside of a magic show.  Distortions in how we process information tend to fall into certain predictable patterns.

  •  Illusionists often “divide and conquer” your supply of attention.   Relaxed, serial concentration is best for gaining situational awareness and making discerning observations.
  •  “Apparent exposure” is a kind of false transparency or plausible-sounding candor, such as revealing one trick (or mistake) so that another might go unnoticed.
  • “Good continuation” means resolving pieces that are missing according to what has been seen in the past.  The brain is always filling in blanks.   SPOILER ALERT: The old bent spoon trick relies on this feature of our innate computing equipment.
  • We spend more neural energy on differences than on similarities, so contrast is the fastest trigger for capturing attention.  (Think of how much more often in Lean circles we discuss pivoting versus needing to persevere!)
  • Tension often creates a false impression that purposeful action is taking place.
  • Framing is the ability to define the container for attention.    Often what’s actually pulling the story forward is happening outside the frame.

We all have many conflicting demands on our full attention.   Becoming more aware of the cognitive distortions this creates can help us understand and perhaps better account for human fallibility and the limits of perception.

LESSONS ARE FROM: Sleights of Mind: What the Neuroscience of Deception Reveals about our Everyday Perceptions, by Stephen Macknik & Susana Martinez-Conde http://www.amazon.com/Sleights-Mind-Neuroscience-Everyday-Deceptions/dp/0312611676/ref=sr_1_1?ie=UTF8&qid=1382352340&sr=8-1&keywords=sleights+of+mind

Special thanks to my friend Eric Mesh,  a Connecticut-based science writer and educator, for recommending this book!

This was a Talkback I prepared for Lisette Sutherland, who could not attend Agile Bill Kreb’s 3D Webinar aired September 18, 2013.  Video at: http://www.agiledimensions.com/blog/video.  Get in touch with me if you’d like a TalkBack prepared for your online event! – ES

wave surger

Speaker Tom Wessel – Davisbase Consulting http://www.davisbase.com/

Interactive Features: Spatial Environment.  Moderator gave lots of voice inflection, made listening engaging. Brought in other senses: made the sound of hands rubbing together, at the questions coming in.  This was a nice moment!

Tom Wessell is founder of Southern Fried Agile Conference…http://southernfriedagile.com/ Regional flavors of Agile can complement and strengthen each other.   Enjoy the chicken, celebrate our thought leaders.  Attendance has gone from 75 to north of 300.  Five different tracks total 20 sessions.  5 PDUs  are like PMP crack!  We do it on a Friday – this year it’s October 18, 2013.  Take the day off and hang out with geeks and freaks and have a good time.

Virtual world graphics used to express metaphors for Agile:

Surfing

It’s a pure sport – a simplistic framework in which you have just a few elements to work with and you must navigate a very complex system.  Execute on the wave, you have to adapt to the motions of that wave.  That’s Agile, applying simple tools to an ever-changing environment.  Otherwise, you end up in the drink!

Pile of Stones

The stones relate to release planning.  There’s a sequential flow of fulfilling requirements that have to be met by a specific date.  Iterations are fixed bucket sizes, requirements are different sized stones.  We arrange them into buckets based on needs of organizations.  Sustainable pace – small pebbles fill in the empty space around big rocks to even the flow.  Takes negotiation between teams and product owner.  There is a logical order to what takes place.

Fossil of Dinosaur Bones

Agile is more than software development and teams.  We as an organization need to evolve and adapt.  Challenges rise as you move up the food chain, it takes more energy to break down the silos and move toward an agile enterprise.  If you do not evolve to be competitive, you will end up extinct.  We are knowledge workers so learning is the bulk of what we do.  If you’re not upgrading skills every two years or so you’re probably falling behind.

Seed

Seeds sprouting in different stages relate to a paradigm shift we are experiencing from command and control structures to allowing for emergent design based on intrinsic strengths.  Project managers have many chances to grow in their development and understanding.  Agile is not a fad.  This is something that has value.  It is growing strong.

Watchmaking versus the Weather

Complicated system versus a complex system.  In the systems we work in, there is too much variability to mindlessly follow a fixed set of plans.  We must inspect and adapt and use whatever we’re learning.  Incorporate a replanning perspective.

Trends are Emerging Patterns.  Here are some:

Pairing a PM with an SM – team focused paired with externally focused.  Scrum Master job is full time, external requirements like compliance takes research and time that a partner can support, esp in a regulated environment.  PM will help navigate that.  Plus this helps agile transitions at enterprise scale by giving a legitimate role for the PM.  SM takes certain skills, empathetic/nanny/psychologist/motivator…not all PMs can make that transition.

SAFe structure -you’re addressing the things that we want to spend money on that fit into a business strategy – end to end system, whole organism – structure will help us evolve

Soft is the new hard.  People skills matter incredibly much.  We are imperfect creatures and hard to work with.  Servant leaders ask: how do I take this group of talented individuals and get them moving in a common direction and becoming high performing?  Then how do we take that to the next level, to the whole organization?

Focus on communication/negotiation/mutual respect – different parts of the organism flexibly say “sure – we’ll reconsider what we were going to do in light of what we are learning about how to make happy customers”  This can be internal or external…making the product owners happy is great.  Barbara Fredrickson’s books tell us that three to one positive to stressful events keep your brain operating at peak efficiency.  http://www.amazon.com/Love-2-0-Supreme-Emotion-Everything/dp/1594630992/ref=sr_1_1?ie=UTF8&qid=1379555688&sr=8-1&keywords=Barbara+Fredrickson

Chief product owner with sub product owners   Complex systems have multiple subsystems.  The voice of the customer includes competing needs and priorities.

Managing your personal WIP so you’re more productive and less stressed.  Our work in progress as thought workers isn’t visible, then at the end of the day we wonder why we’re so tired…what are all the things that are work in progress – make them visible so you can visualize them and understand why you’re so tired. Limit our WIP because we think we want as much work going on at once as possible, but we as humans are not as good at multitasking as we think. Chunking and conquering can be applied to anything in life, that’s what’s great about Agile principles, not just software

Goldilocks Approach to Process: focus on “what is the right level of process to support the flow through the system?”  Not too much, not too little, has to be just right to avoid disconnect without overcommunicating.  This is sophisticated stuff – Agile is evolving, and so are organizations.

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