Social engineering with in for kanban

Copyright Lean Kanban [email protected] @lki_dja

Social Engineering

David J. AndersonLean Kanban North America

San DiegoMay 2016


Sociology is the innovation in Agile development methods


Tribes Great Boss, Dead Boss -- Ray Immelman


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.


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.


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…


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


Social behavior is governed by our limbic brain


Logical behavior is governed by our frontal cortex


Immelman’s great insight is that we should recognized people in the

workplace behave in an inherently tribal manner


Social group cohesion


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


Why did the Greenland Norse “Collapse”


So if Agile requires a high trust culture, does a high level of social capital

predict Agile adoption?


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


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


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.


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


or the inherent empowerment

provided by making policies explicit.

Early Kanban Adoption

Some Kanban adoptions fail because the culture is resistant to transparency


A truly Agile society is both highly trusting and very liberal


Review: Definition of theKanban Method


The Kanban Values


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


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


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


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)


The Kanban Lens


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)


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

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change info

Kanban Cadences


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?


Kanban Litmus Test


STATIK(Systems Thinking Approach to Introducing Kanban)

This process tends to be

iterative

Identify Services. For each service…


Examples of social engineeringWITH

Kanban


- 1 -WIP limit smaller than team, forcing collaboration or transparent idleness


- 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


- 3 -Use of avatars for multi-skilled workers,

specialists and narrowly skilled on specific rows


- 4 - Manage the work,

allow your people to self-organize around it


Examples of social engineeringIN (the design of)

The Kanban Method


Start with what you do now


Kanban should be like water!


Kanban daily meeting is social

System 1 engagement – visual, social, tactile, narrative


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


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


Examples of social engineeringFor (the development of)

Kanban (as a social group)


- 1 -No Kanbanistas


- 2 -No roles


- 3 -No Kanban-but or Kanban-butts


- 4 - Long resistance to certifications. No role-based certification


- 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


Actions all taken to deliberately position the Kanban community

as a loosely cohesive social group


Not without consequences...


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?...


Advantage #1: Develops New Leaders


Advantage #2: Continual Innovation


Advantage #3: Thoughtfulness


Rejections & Resignations


Disadvantages #1: People like, want and need highly cohesive social groups


Disadvantage #2: Retards the Training Market


Disadvantage #3: Avoiding Dogma is Costly


Conclusions


We are inherently social!


Social Engineering with/in/for Kanban


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


Thank you!


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.”

Social engineering with in for kanban

Leadership & Management

Transcript of Social engineering with in for kanban