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Wetware craftsmanship
1.
Wetware Craftsmanship Brian Bozzuto
& Devin Hedge © 2012 BigVisible Solutions, Inc. All Rights Reserved
2.
What Does the
Brain Have to do with Agile? BigVisible ► Align our behavior with the natural way our mind operations ► Understand and appreciate the strengths & limits of the mind ► Understand brain behaviors that inhibit our own agility & ability to change Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 2
3.
3 Topics for
Today BigVisible ► Limits of the conscious mind ► Threats to ego ► Desire for Certainty Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 3
4.
First, a Disclaimer
BigVisible ► Beware “Brain Porn” ► Superfluous Technical Details Can Distract from Content ► Our Goal is to Build Better Mental Models of how the Mind Click WorksMaster title style to edit © 2012 BigVisible Solutions, Inc.. All Rights Reserved 4
5.
The Brain as
a Computer BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 5
6.
A Simple Map
of the Brain BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 6
7.
The Limits of
Our Mind BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 7
8.
Who Wants a
Cookie? BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 8
9.
The Elephant &
the Rider BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 9
10.
Two Systems in
Your Mind BigVisible The Rider (System 2) Slow, serial, controlled, effortful, rule governed, flexible The Elephant (System 1) Fast, parallel, automatic, effortless, associated, slow-learning Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 10
11.
Challenges of the
Elephant BigVisible ► Framing ► Anchoring ► Accessible information Click to edit Master title style BUT!!! It is fast and efficient © 2012 BigVisible Solutions, Inc.. All Rights Reserved 11
12.
BigVisible
How to Manage an Elephant Clear the Path Strengthen the Rider Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 12
13.
Strengthen the Rider
BigVisible ► Prioritize the use of your mind when your energy is highest ► BuildAwareness of Your Thoughts Stand up in the morning! ► Leverage as many parts of your mind as Click possible to edit Master title style Coaching Can Help Build Your Mental Capacity © 2012 BigVisible Solutions, Inc.. All Rights Reserved 13
14.
An Example
BigVisible ► Without writing down, please sort these objects by their value Object A Object C 1+3 3 / 2 = 1.5 Object B Object A 2x3 1+3=4 Object C Object D 3/2 Click to edit Master title style 8–3=5 Object D Object B 8-3 2x3=6 © 2012 BigVisible Solutions, Inc.. All Rights Reserved 14
15.
Let’s Try a
Harder Example with Stickies BigVisible Object A Object D 2+6 4–3=1 Object B Object E 3x4 6/3=2 Object C Object C 5/2 5 / 2 = 4.5 Object D Object F 4-3 3+4=7 Click to edit Master title style Object E Object A 6/3 2+6=8 Object F Object B 3+4 3 x 4 = 12 © 2012 BigVisible Solutions, Inc.. All Rights Reserved 15
16.
Chunking Demonstrated
BigVisible ► Tryto memorize as many of these numbers as you can… 310412873634 ► Let’s try one more time… 97 14 23 Click to edit Master title style 75 30 12 © 2012 BigVisible Solutions, Inc.. All Rights Reserved 16
17.
The Real Power
of Information Radiators BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 17
18.
Clear the Path
BigVisible ► Work on One Item at a Time ► Deliberate Practice to build more Subconscious Capability ► BuildConcrete Processes to You CAN’T Multitask Follow Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 18
19.
What Does this
All Mean for Coaches? BigVisible ► Changing behaviors takes energy, and brains get tired ► Failure to change doesn’t mean people don’t want to ► Coaches can offer support and clear the path to increase the likelihood people will be able to follow through Click to edit Master title style You need to make the elephant want to go where you want to go © 2012 BigVisible Solutions, Inc.. All Rights Reserved 19
20.
BigVisible
Let’s Try Something… Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 20
21.
Time for a
Coaching Exercise BigVisible Instructions Instructions for Coaches ► Split into pairs ► Listen to the coachee, but your goal is to offer them solutions. ► One of you will be the coach, the other the coachee ► Your job is to be as useful as you can by offering as much ► Coachee, you’re going to share advice as you can your problem with the coach and they are going to help you. ► Remember, you’re the Jedi master! Coachees, close your eyes, we ► Click have specific instructions for to edit Master title style coaches… © 2012 BigVisible Solutions, Inc.. All Rights Reserved 21
22.
Debrief
BigVisible People Being Coaches Coaches ► What was that experience like? ► What was that experience like? ► How did it feel? ► How did it feel? ► Did you get useful information? ► We they open to your infinite wisdom? Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 22
23.
Need for Social
Acceptance BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 23
24.
What Happened?
BigVisible Social Pain ► We perceive social threats & physical threats with the same part of our minds ► Threats to ego may engender the same fight or flight reactions that physical danger would Physical Pain The brain is lazy. Our default state is to start offering suggestions Click to edit Master title style rather than listen and cooperatively problem David Rock, “Managing with the Brain in Mind”, Oxford solve Leadership Journal. Dec 2009 Vol 1 Issue 1 © 2012 BigVisible Solutions, Inc.. All Rights Reserved 24
25.
So… On to
Coaching BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 25
26.
Fight or Flight
BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 26
27.
Suggesting May Still
Work BigVisible ► There are factors that can help you overcome these hindrances à Authority & expertise à Prior relationships (trust) à Ability to match genuine emotions (face to face conversation) Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 27
28.
Fight or Flight
in the Office BigVisible Fight ► “I don’t have any real problems” ► “You don’t understand my situation” ► “Your ideas are wrong” Flight ► “I can’t do anything about this” “It’s because of these other ► Click people” Master title style to edit ► “I’ll just muddle through” The response to threats is generally a narrowing of options, the precise opposite of what we are trying to achieve as coaches © 2012 BigVisible Solutions, Inc.. All Rights Reserved 28
29.
Techniques to Create
Safety BigVisible ► Identify if safety is lost ► Apologize if necessary ► Contract ► Create mutual purpose (CRIB) à Commit to seek mutual purpose à Recognize the purpose behind the strategy à Invent mutual purpose à Brainstorm new strategies (Patterson, Kerry; Switzler, Al; McMillan, Ron; Grenny, Joseph Click to edit Master title style (2011-08-19). Crucial Conversations Tools for Talking When Stakes Are High, Second Edition © 2012 BigVisible Solutions, Inc.. All Rights Reserved 29
30.
A Full Coaching
Conversation BigVisible SETTING THE FOUNDATION CO-CREATING THE COMMUNICATING RELATIONSHIP EFFECTIVELY Don’t Start Click to Here edit Master title style FACILITATING LEARNING AND RESULTS © 2012 BigVisible Solutions, Inc.. All Rights Reserved 30
31.
One Technique –
Powerful Questions BigVisible ► Characteristics ► Frame for Powerful Questions à Generate curiosity in the listener à Focused on the Outcome (not à Stimulates reflective the problem) conversation à Not so broad as to be unable to à Is thought-provoking take action à Surfaces underlying à Surface underlying assumptions assumptions ► Type of Questions (most à Invites creativity and new powerful to least) possibilities à Why à Generates energy and forward movement à How à Channels attention and focuses à What Click to edit Master title style inquiry à Who à Stays with participants à Which à Touches a deep meaning à Is it… à Evokes more questions © 2012 BigVisible Solutions, Inc.. All Rights Reserved 31
32.
BigVisible
Let’s Try It Again… Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 32
33.
Another Exercise
BigVisible ► Pair up again ► People being coached, share your problem ► Coaches, listen and only use powerful questions (no recommendations at all) Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 33
34.
Debrief
BigVisible People Being Coaches Coaches ► What was that experience like? ► What was that experience like? ► How did it feel? ► How did it feel? ► Did you get useful information? ► Do you feel like you helped them? Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 34
35.
BigVisible
► It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order Click to edit Master title style à Niccolo Machiavelli “The Prince” © 2012 BigVisible Solutions, Inc.. All Rights Reserved 35
36.
Remember the Brain
is Lazy… BigVisible ► Uncertainty requires more conscious thought ► The mind seeks to match patterns and make things predictable ► We delight in certainty Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 36
37.
Wetware
We May See Patterns That Don’t Even Exist Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ ____ _____ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 37
38.
Wetware
Or Interpret Them Based on Context Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ ____ _____ Neglect of Ambiguity and Suppression of Doubt Figure 6Kahneman, Daniel (2011-10-25). Thinking, Fast and Slow (p. 79). Macmillan. Kindle Edition. © 2011 BigVisible Solutions, Inc.. All Rights Reserved 38
39.
We Will Always
Have an Explanation BigVisible ► “Markets fell on fears about the upcoming jobs report” ► “Markets rallied due to a good monthly sales report, which experts attribute to the weather” ► “The market fell today due to uncertainty about upcoming legislation in Congress” We observe something, then we tell Click to edit Master title style ourselves a story to explain it. Sometimes it happens so fast we can’t distinguish between the two © 2012 BigVisible Solutions, Inc.. All Rights Reserved 39
40.
Wetware
Some Cognitive Biases Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Confidence from Narrative Coherence Third level “Of course the butler did it! It all makes sense now.” Fourth level ____ _____ Fifth level _____ _____ ____ _____ Confirmatory Bias “Look at the confirming evidence!” Halo Effect “Apple is a great company, I love their products!” © 2011 BigVisible Solutions, Inc.. All Rights Reserved 40
41.
How Can These
Biases Impact Projects? BigVisible Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 41
42.
Give Ranges You’re
90% Confident In BigVisible Question Answer Surface Temperature of the Sun 10,000° F / 6,000° C Latitude of Shanghai 31 degrees North Area of the Asian Continent 17,139,000 sq. miles 44,390, sq. kilometers The Year of Alexander the Great’s Birth 356 BC Total Value of US Currency in Circulation (2004) $719.9 billion Total Volume of the Great Lakes 5,500 cubic miles / 23,000 cubic kilometers 6x10^15 gallons / 23x10^16 liters Worldwide box office receipts for the movie Titanic $1.835 billion Click to edit Master titlethe Pacific Total length of the coastline of style 84,300 miles Ocean 135,663 kilometers Number of book title published in the U.S. 22 million since 1776 380,000 pounds Heaviest blue whale ever recorded 170,000 kilograms © 2012 BigVisible Solutions, Inc.. All Rights Reserved McConnell, 2006 42
43.
Results from Other
Estimators BigVisible People usually estimate to about 30% confidence Click to edit Master title style McConnell, 2006 © 2012 BigVisible Solutions, Inc.. All Rights Reserved 43
44.
Imagine the Horse
Tracks BigVisible ► Book keepers asked to pick winners based on their 10 most important pieces of data ► Then, they were allowed to check 10 more pieces of data and adjust predictions ► Both set of predictions were equally accurate Click Book keepers were much more ► to edit Master title style confident in the second set Once we form an idea, it becomes very hard to change it © 2012 BigVisible Solutions, Inc.. All Rights Reserved 44
45.
Wetware
We’ve All Seen This Craftsmanship Click to edit Master text styles ____ __ ____ _____ ____ ______ Second level _____ _____ Third level Fourth level ____ _____ Fifth level _____ _____ Hey do you have a high level ____ _____ estimate for the XYZ project? I promise I won’t hold you to it © 2011 BigVisible Solutions, Inc.. All Rights Reserved 45
46.
Impact of Loss
Aversion BigVisible ► Which would you prefer? à 100% to win $1,000 à 90% to win $1,200 ► Would you take the following coin toss? à Heads – You win $100 à Tails – You lose $80 Click to edit Master title style ► What if you got 10 coin flips? © 2012 BigVisible Solutions, Inc.. All Rights Reserved 46
47.
Some Techniques
BigVisible Create Certainty Make those things that can be predictable very predictable Increase Autonomy People are more comfortable with uncertainty if they have some sense of control Click to edit Master title style Reappraise the Situation Exploit the power of framing © 2012 BigVisible Solutions, Inc.. All Rights Reserved 47
48.
Conclusion
BigVisible ► Our brain is highly adapted, for a world which we have changed much faster than we can adapt Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 48
49.
“That’s Okay, It’s
Just My Brain!” BigVisible ► Awareness of how our mind works leads to better effectiveness ► Attentionto our state of mind, makes us aware of some of the shortcuts our mind makes ► With proper context, Click coaching can greatly help to edit Master title style us overcome the constraints of our mind © 2012 BigVisible Solutions, Inc.. All Rights Reserved 49
50.
Thank You!
BigVisible Brian Bozzuto Devin Hedge bbozzuto@bigvisible.com dhedge@bigvisible.com Click to edit Master title style © 2012 BigVisible Solutions, Inc.. All Rights Reserved 50
51.
Further Reading
BigVisible ► Aamodt, Sandra, and Sam Wang. Welcome to Your Brain: Why You Lose Your Car Keys but Never Forget How to Drive and Other Puzzles of Everyday Life. New York: Bloomsbury, 2008. Print. ► Ariely, Dan. Predictably Irrational: The Hidden Forces That Shape Our Decisions. New York, NY: Harper, 2008. Print. ► Brown, Sandra. The Switch. New York: Warner, 2000. Print. ► Kahneman, Daniel. Thinking, Fast and Slow. London: Penguin, 2011. Print. ► Rock, David, and Linda J. Page. Coaching with the Brain in Mind: Foundations for Practice. Hoboken, NJ: Wiley, 2009. Print. Rock, David. Your Brain at Work: Strategies for Overcoming Distraction, ► Regaining Focus, and Working Smarter All Day Long. [New York]: Harper Click Business,Master title style to edit 2009. Print. ► Taleb, Nassim. The Black Swan: The Impact of the Highly Improbable. New York: Random House, 2007. Print. ► Wilson, Timothy D. Strangers to Ourselves: Discovering the Adaptive Unconscious. Cambridge, MA: Belknap of Harvard UP, 2002. Print. © 2012 BigVisible Solutions, Inc.. All Rights Reserved 51
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