Yochai Benkler - The Penguin and the Leviathan: Cooperative Human Systems Design
I expect he drew from themes from his book, The Penguin and the Leviathan:
- Three strikes laws assume criminals are rational actors... which is why they don't actually work
- Economists seem to have won a lot of "Nobel Prizes" for theories that turn out to be bunk
- Five rules for the evolution of cooperation, http://blogs.nature.com/basanta/2007/12/09/nowak-five-rules-for-the-evolution-of-cooperation
- "We cannot separate out 'incentives' from fairness, ethics, empathy, solidarity, even as a matter of effectiveness."
- "When you sit in a role, you can do things that you can't as a well-adjusted human being."
Essentially themes from one of the chapters of The Principles of Product Development Flow:
- "There's a whole lot of interesting things happening between 0 and 1."
- "Uncertainty does not inherently demand decentralization."
- When should we decentralise?
- We have higher capability at a local level
- We have diseconomies of scale
- Response time is critical
- Perishable opportunities
- Expanding problems
- We need a wide range of behavioural responses that are highly dependent of local conditions
- Tolerating unorthodox approaches improves organisational resilience
- Centralise the decision rules / logic; decentralise the decision-making
- Firefighters don't "firefight"
- 10 standard fire orders and 18 watch out situations, firebreak.com.au/10and18.html
- Lateral communication is more important than hierarchical communication
- In Lanchester Strategy terms, the US Marines assume that they will always be using the strategies of the weak
- What should we decentralise?
- Decision authority
- The resources to execute those decisions
- The information needed to make decisions
- Skilled decision makers at the places where we want decisions to be made
- "Most managers give the same decision making opportunities to subordinates as parents letting children 'drive' from the backseat"
Doctrine vs Policies and Rules |
- This made me think of Don Norman's user model vs designer's model vs system image concept where the kanban board is the user model / designer model while reality is the system image
- "Build the kanban you want to be. Build your Gandhi kanban."
- "Expect the expected" reminds me of what 5S and Standard Work is about
Yuval Yeret - Avoiding Continuous Stagnation: What Can We Do to Make Continuous Improvement More Appealing to Management?
- A problem with big changes is improvement burnout
Are you holding a retrospective? |
Mack McKinney - Understanding the Actual Customer Need Through ConOps
Apparently Mack almost crashed his plane taking a video for this presentation!
As far as I understand it, ConOps (aka Concept of Operations) is a document that describes the purpose of a DoD system from the perspective of the intended users. My gut feel is that the whole DoD acquisition process is fundamentally broken and at most ConOps is a coping mechanism. DoD programs are taking longer and longer and costing more and more in an environment that is demanding shorter and shorter cycle times. I proposed a miracle question to Mack about what he'd do if he had the opportunity to re-design the whole process from scratch mainly to highlight that the situation requires a somewhat radical change from the status quo.
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