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Agile Winnipeg iteration 22
1. @cyetain
What is the
Value of
Social Capital?
Agile Winnipeg
The Winnipeg Agile User Group is sponsored by:
PSCAD, Protegra, Imaginet, Telerik, Online Business Systems,
MavenThought, Typemock, and JetBrains.
4. @cyetain
To envision the the types
technology that teams may
reasonably be expected produce
in 5-10 years and to prepare
those teams to envision, create,
produce, and support that
technology.
7. @cyetain
Individual systems are purposive,
knowledge and understanding
of their aims can only be gained
by taking into account the
mechanisms of social, cultural,
and psychological systems
-RussellAckoff
8. @cyetain
Psychology helps us to understand
people, interactions between
people and circumstances,
interaction between teacher and
pupil, interactions between a
leader and his people and any
system of management.
~W. Edwards Deming
14. @cyetain
The human capital
explanation of the
inequality... people who do
better are more able
individuals;
Social capital explains how
people do better because
they are somehow better
connected...
-Ronald S. Burt
15. @cyetain
Social capital can be
measured by the amount of
trust and “reciprocity” in a
community or between
individuals
-Robert Putnam
16. @cyetain
Social Capital is the stock of active
connection among people; the trust,
mutual understanding, and shared
values and behaviors that bind the
members of human networks and
communities and make cooperative
action possible
-Don Cohen, Laurence Prusak
31. @cyetain
• Direction can Collapse
Ambiguity
• Ambiguity Makes it difficult
to create a shared vision
• Just because you Know
something doesn’t mean you
can experience it
• Specificity can be dangerous
32. @cyetain
The act of creating
value via information
has a temporal nature.
The optimal Methods,
Tools and Individuals
to create value change
as information moves
from local to
distributed
33. @cyetain
The advantage created by a
person’s location in a structure of
relationships is known as social
capital.
...The advantage is visible when
certain people, or certain groups
of people, do better than equally
able peers.
-Ronald S. Burt
39. @cyetain
Three benefits of bridging
structural holes can be expected:
Access to alternative opinion and
practice, early access to new
opinion and practice, and an
ability to move ideas between
groups where there is advantage
in doing so.
-Ronald Burt
41. @cyetain
The value of a relationship
is not defined inside the
relationship; it is defined
by the social context
around the relationship.
-Ronald Burt
47. @cyetain
Information, skill and
knowledge are embedded in
networks and relationships.
Individuals, instead of “owning”
information, attract, translate
and know how to and where to
access to the information that
emerges in the networks around
them.
54. @cyetain
Change the patterns of
participation, and you change the
organization. At the core of the 21st
century company is the question of
participation. At the heart of
participation is the mind and spirit
of the knowledge worker...
-John Seely Brown
55. @cyetain
Conway’s Law
organizations which design systems...
are constrained to produce designs
which are copies of the
communication structures of these
organizations
56. @cyetain
Because the design that occurs
first is almost never the best
possible, the prevailing system
concept may need to change.
Therefore, flexibility of organization
is important to effective design.
-Fred Brooks
58. @cyetain
Teaming is a verb. It is a dynamic
activity, not a bounded, static
entity. It is largely determined by
the mindset and practices of
teamwork, not by the design and
structures of effective teams.
Teaming is teamwork on the fly.
-Amy C. Edmondson
59. @cyetain
It is hardly possible to overrate the value
… of placing human beings in contact
with persons dissimilar to themselves, and
with modes of thought and action unlike
those with which they are familiar. …
Such communication has always been,
and is peculiarly in the present age, one
of the primary sources of progress.
-John Stuart Mill
60. @cyetain
Fast-moving work environments need
people who know how to team, people
who have the skills and the flexibility
to act in moments of potential
collaboration when and where they
appear. They must have the ability to
move on, ready for the next such
moments. Teaming still relies on old-
fashioned teamwork skills such as
recognizing and clarifying
interdependence, establishing trust, and
figuring out how to coordinate.
-Amy C. Edmondson
66. @cyetain
Humans can and will
learn if they are
provided the resources
and the necessary
psychological safety.
~Edgar Schein
67. @cyetain
Managers (must) adapt to
the ambiguity of flatter
organizations in which
bureaucratic chains of
command were replaced by
networks of negotiated
influence.
-Ronald Burt
68. @cyetain
Large Multi Feature Releases
Incremental
Smaller Cycle
Fewer Features
Ideal Single Piece Flow
to the
CUSTOMER
76. @cyetain
By making embodied
experience, skills & knowledge
(both tacit and explicit) available
on demand; structures capable
of dynamic teaming gain
significantly higher resiliency
84. @cyetain
How Would I Validate my
understanding of this
problem?
How Would I
solve this
Problem?
•Based on your experiences, what
would you do to solve this
problem? This is your Hypothesis.
•Identify WhatAssumptions Need
to Be True if your Hypothesis is
true.
•Imagine Experiments that would
justify the yourAssumptions
85. @cyetain
This is my Hypothesis,
Assumptions and
Experiments
Challenge
Assumptions &
Experiments
Rotate Pairs 2-3 Times
Allow Time for Revision Between Rounds
