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Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 1
The Cynefin FrameworkMaking Sense of Agile
Joseph PelrineMetaProg GmbH
Basel, Switzerlandjpelrine@metaprog.com
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 2
„Traditional scientific method has always been at the very best 20-20 hindsight. It‘s good for seeing where you‘ve been. It‘s good for testing the truth of what you think you know, but it can‘t tell you where you ought to go.“
Robert Pirsig,Zen and the Art of Motorcycle Maintenance (1974)
Managing increasing complexity
• The art of management and leadership is having an array of approaches and knowing when to use which approach.
• One tool for analysis is called Sense-Making.• Sense-Making is a pre-hypothesis technique which differs from
categorization:– In categorizing, you have a “chest of drawers” in which you place
phenomenological perceptions– In Sense-Making, you become the carpenter, and build the chest yourself.
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 3
Cynefin
“The name Cynefin is a Welsh word whose literal translation into English as habitat or place fails to do it justice. It is more properly understood as the place of our multiple belongings; the sense that we all, individually and collectively, have many roots: cultural, religious, geographic, tribal etc. We can neverbe fully aware of the nature of those belongings, but they profoundly influence what we are. The name seeks to remind us that all human interactions are strongly influenced and frequently determined by the patterns of our multiple experiences, both through the direct influence of personal experience and through collective experience expressed as stories “
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
The Cynefin Framework
• The Cynefin framework consists of three parts:– Multi-ontological Sense-Making– Narrative– Social Network analysis and Stimulation
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 4
The Three Aspects of Sense-Making
• The way things are (ontology)– Ordered: predictable relationships between Cause & Effect– Complex: C & E retrospectively coherent– Chaotic: No C & E at system level
• The way we perceive things (phenomenology)– Information processing– Pattern processing– Ideological patterning
• The way we know things (epistemology)– Explicit: document databases etc.– Narrative: necessary ambiguity & resonance– Experiential: how do you ride a bike?
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 5
The Landscape of Management
MathematicalComplexity
The organisationas simulation
SocialComplexity
The organisationas an ecology
SystemsDynamics
The organisationas organism
Un-order non causal
Ordered & causal
HeuristicsRules
Process EngineeringThe organisation
as machine
Ontology
EpistomologySENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Why Humans are not Ants
• We never make rational decisions unless we‘re autistic• We have multiple identities• We impute intention where none exists• We evolve to be malicious gossips• We structure our interactions to create order
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 6
MathematicalComplexity
SocialComplexity
SystemsDynamics
Process Engineering
Impossible to comprehendHumans ca
n compre
hend
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
C & Eobvious
VisibleOrder
C & Ediscoverable
HiddenOrder
C & E coherentin retrospect
ComplexUn-order
No percievableC & E
ChaoticUn-order
Domains are Defined by Causality
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 7
SenseCategoriseRespond
SenseAnalyseRespond
ProbeSense
Respond
ActSense
Respond
Simple
ComplicatedComplex
Chaotic
Decision Heuristics and Organisation
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Sense-Making startswith a void
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 8
Moves through Disorder:
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
To Sense:
SenseCategoriseRespond
SenseAnalyseRespond
ProbeSense
Respond
ActSense
Respond
Simple
ComplicatedComplex
Chaotic
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 9
Cognitive Bias Mapping
• Groups working together distribute meaningful data over the Cynefin model
• Uses all sub domains and can use boundary conditions• Can be completed virtually Each group working on its own
then distributes data following a time interval• Patterns are then represented• Two measures of dissonance
– Overall pattern– Item distribution
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Boundaries and Extremes
Burocracy
Ivory tower
Catastrophe
Fluffy bunny
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 10
Parameters of a Complex System
• Attractors• Barriers• Identities• Diversity• Environment
• A• B• I• D• E
© Joseph Pelrine/MetaProg GmbH 2005
The other aspects
• Narrative• Social Network Analysis & Stimulation
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 11
Key Elements of Narrative
• Resonance• Displacement• Ambiguity
© Joseph Pelrine/MetaProg GmbH 2005
Nasrudin found a weary falcon sitting one day on his window sill. He had never seen a bird like this before.
„You poor thing“, he said, „how ever were you allowed to get into this state?“
He clipped the falcon‘s talons and cut its beak straight, and trimmed its feathers.
„Now you look more like a bird“, said Nasrudin.
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 12
Social Network Analysis
• A set of techniques for identifying and representing patterns of interaction among social entities
• Provides precise and specific insight in place of intuition and general hunches
• Graphical: Directional relationship– E.g. ‘Provides advice to’
Non-directional relationship– E.g. ‘Shares an office with’
Strength of Relationship– E.g. Frequency of contact– E.g. Value or importance to the participants
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Informal Organisation
With whom do you discuss issues important to your work?
SENSE-MAKING NETWORKING NARRATIVE
Th e Cyn e fin Ce n t r e© The Cynefin Centre 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 13
Developed by •Martin Everett (University of Greenwich)•Steve Borgatti(Boston College) •Lin Freeman (UC Irvine)
A Mathematical more than Business tool
© Joseph Pelrine/MetaProg GmbH 2005
Social Capital
CommanderHigh outdegreecentrality, least hierarchical constraint
SocialiteHigh eigenvector centrality, low hierarchical constraint
SageHigh indegreecentrality, betweennesseffective network, low constraint
EntrepreneurHigh betweenness, Low hierarchical constraint
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 14
Applications of Cynefin to Agile
Manifesto for Agile Software Development
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 15
Testing Refactoring
Pair-Programming
The Coding Circle
ContinuousIntegration
CollectiveCode Ownership
CodingStandards
The Team Circle
SimpleDesign
SystemMetaphor
40-HourWeek
The Process Circle
On-SiteCustomer
PlanningGame
SmallReleases
The Product Circle
eXtremeProgramming
© Joseph Pelrine/MetaProg GmbH 2005
Testing Refactoring
Pair-Programming
ContinuousIntegration
CollectiveCode Ownership
CodingStandards
SimpleDesign
SystemMetaphor
40-HourWeek
On-SiteCustomer
PlanningGame
SmallReleases
The Circle of Agility
Adapt Inspect
Apply
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 16
From Agile to Complex
• Apply• Inspect• Adapt
• Probe• Sense• Respond
© Joseph Pelrine/MetaProg GmbH 2005
How about Scrum?
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 17
What can we learn from this?
• The Cynefin framework of organizational complexity theory helps us order and organize problems.
• To be agile, we need a toolkit of problem-solving techniques for– Development– Planning & Management– Analysis & Design– Requirement gathering– Facilitation– Diplomacy– etc.
© Joseph Pelrine/MetaProg GmbH 2005
© Joseph Pelrine/MetaProg GmbH 2005
Cynefin - Making Sense of Agile
Copyright (c) 2005 MetaProg GmbH & The Cynefin Centre 18
© Joseph Pelrine/MetaProg GmbH 2005
Thank you
• Dave Snowden• Rachel Davies• Ken Schwaber• Norm Kerth
© Joseph Pelrine/MetaProg GmbH 2005
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