Respect and Trust, it goes both ways

Respect and Trust

Portia stresses the importance of Respect and Trust as agile values. Respect for people is one of the two core principles of Lean.

Trust and respect from leaders and managers is crucial to a great team.

But trust and respect is not a one-way street. It goes both ways.

Do you trust and respect your leaders and managers?

If not, why not?

They might take the wrong decision

A long, long time ago in a company far away from here, management asked the software development teams to come up with options and estimates to renew our product line and move to a different platform.

The senior architect presented a proposal with a ludicrously high number of features for a ludicrously low estimate. I couldn’t see how we could ever implement that much in so little time.

When I asked the architect about his estimate, he answered with a straight face “Oh, I know it will take 6 times as long as that estimate.

If he knew this, why had he quoted such a low estimate?

Well, if I tell them the real estimate, management will take the wrong decision.” Meaning: they would not go with his proposal.

Well, if management had known that this proposal would take 6 times as long to implement, they would have been worried. Was this project worth the investment? Wouldn’t customers become impatient if they had to wait so long? Would our current platform become obsolete before we could move to the new platform? They would have thought long and hard before launching this project. They still might not have taken the “right” decision, but at least they would have had better information.

As it turned out, the project did not take 6 times, but 10 times the original estimate to complete. If management would have known it would take so long, they would have worried that this project might bring the company down. As it nearly did…

Trading places

A bit later, in another company I was in a similar situation. Only now I was on the “other side”. I learned that I had not gotten some information from the development team. They were afraid of giving me this information. I felt awful when I realized this. I couldn’t imagine what they could be afraid of, but I must have done something (or ommitted to do something) to earn that distrust.

I was out of my depth. I realized that now that I was a manager, I had started to do things that I hated in people who managed me. Luckily for me, there were some people who weren’t afraid of telling me the ugly truth.

Evil Queens?

I’m better at respecting and trusting than I was, but I’m still learning. Sometimes I still feel, as one of the participants of the “Mirror Mirror” session at SPA 2008 said, I need to “out-evil the Evil Queens”. Why do I see some people as Evil Queens? What can I do to understand their goals and motivations better?

If you’re a manager and/or a leader (and who isn’t?), what can we do to earn that respect and trust? Maybe we can start by investing a bit of respect and trust. Respect and Trust for everyone we work with.

(Un) Common sense

Toyota Product Development SystemFrom the “Toyota Product Development System” p15

“[What is the scret of Toyota’s success?]. Did Sakichi Toyoda pilfer some ancient Samurai secret? […] Executives at Toyota reduce it to three words: ‘common sense engineering‘. Unfortunately, what seems like common sense to Toyota often does not seem so common outside of Toyota.”

When someone accuses me of peddling “nothing more than common sense”, I wear that as a badge of honour.

Of course, what I think when someone tells me that “it’s just common sense!” is: so why don’t you do it?

When someone tells me “that’s just common sense”, I respond: “Exactly! You’ve really understood what I said. So… Let’s do it!” 😉

Dedicated to friends with common sense. You know who you are 🙂

Dangerous ideas

Darwin's dangerous ideasI’ve finished Daniel C. Dennett‘s “Darwin’s Dangerous Idea“, for the fourth time. Or is it the fifth? Writing this entry made me re-read the book one more time.

Dennett begins by saying: “Let me lay my cards on the table. If I were to give an award for the single best idea anyone ever had, I’d give it to Darwin, ahead of Newton and Einstein and everyone else. In a single stroke, the idea of evolution by natural selection unifies the realm of life, meaning and purpose with the realm of space and time, cause and effect, mechanism and physical law. But it’s not just a wonderful scientific idea. It’s a dangerous idea.

I agree.

As a philosopher of science, Dennett first clarifies the idea, discusses some of the challenges to it, looks into the reasons for many people’s (including scientists’ and biologists’) unease with the idea and finally looks into the consequences of this idea for philosophy and morality.

So what’s the big idea, then?

Pre-Darwin, philosophers like Locke and Hume supposed that MIND was required to create DESIGN out of ORDER and ORDER out of CHAOS. Dennett calls this the Cosmic Pyramid. As William Paley asserted, if you should find a watch, look for the watchmaker who made it.

Darwin turned the whole thing on its head. As an anonymous attack on Darwin said: “In the theory with which we have to deal, Absolute Ignorance is the artificer; so that we may enunciate as the fundamental principle of the whole system that in order to make a perfect and beautiful machine, it is not requisite to know how to make it!

Exactly.

The dangerous idea is this: we, and our minds, are the results of billions of years of mindless algorithmic processes. Dennett gives plenty of examples and explanation of what he means by algorithm.

Applying the idea

Dennett explains how this idea is applied in evolution and biology. He likens biology to engineering. We reverse engineer, we assume that each adaptation has a reason, that it made the organisms that contained the feature more fit. Sometimes, these adaptations are just accidents of history, just like in real engineering. For example, why do insects have 6 legs, while mammals have 4? Sometimes, the same adaptation will be arrived at by different species independently. For example, eyes are such a “Good Trick”, such a good answer to the environment’s questions, that they have evolved in different species independently.

These algorithmic processes are not limited to DNA and genes. Dennett goes back in time to discuss how early single-celled organisms might have evolved in to multi-cellular organisms. Or how the first amino acids got built. There is less evidence left from these early evolutions, but these hypotheses can be tested in the lab. There’s even a section on how the laws of physics might have evolved. This is the most speculative and weakest part of the book.

Looking forward, there’s the phenomenal effect of culture. Culture works a lot faster than evolution, and it keeps accelerating. Darwin’s dangerous idea can be applied to culture in the form of memes. Like the selfish genes, they ‘care’ about nothing more than their own propagation.

Attacking the idea

After all these examples of Darwin’s Dangerous Idea at work, we are confronted with the idea’s critics. We’re not talking crackpot creationists here. These are respected biologists, philologists, philosophers and mathematicians, well-known scientists like Gould and Chomsky. Dennett deals with each of their “rebuttals” or rejections of Darwinism in turn. The rebuttals are shown to be wrong or to be part of Darwinism, to the irritation of their proponents who feel as if Darwinism is a constantly moving target. On the contrary, their criticism strengthens the theory because it exposes (small) weaknesses or introduces new mechanisms, new algorithms.

The rejections are more troubling. For example, where does language come from? Is there some innate Language Acquisition Device (LAD)? Where did it come from? Did it evolve or did it suddenly appear? Where does our mind come from? All of these rejections boil down to it is currently unknown how these phenomena work, and the way they work is unknowable. I can agree with the first statement, but not the second. It’s as if these people are shouting “Don’t look behind the screen!” You never know what you might find there, but that shouldn’t stop us from looking. They reflect, as Dennett puts it metaphorically, a yearning for sky-hooks. We can lift things in two ways: we can build cranes (and cranes to build cranes which build cranes…) on solid ground; or we can hope for the appearance of hooks that hang free-floating in the sky.

The evolution of meaning, morality and ethics

Then Dennett explores meaning, morality and ethics from an evolutionary standpoint. How could they have evolved from our humble meaningless beginnings? What does it mean to “do good” or “do no evil”? Dennett looks at several theoretical models, but finds them all wanting for daily, practical use. As Dennett summarizes:

“Ethical decision-making, examined from the perspective of Darwin’s dangerous idea, holds out scant hope of our ever discovering a formula or an algorithm for doing right. But that is not an occasion for despair; we have the mind-tools we need to design and redesign ourselves, ever searching for better solutions for the problems we create for ourselves and others.”

Our daily moral and ethical dilemmas aren’t simple to solve. We have to solve them with very limited resources and time. As Dennett shows with a few effective thought experiments, the practical limits on our reasoning force us to take shortcuts and leave lots of consequence unthought-of. Lots of unintended effects can arise from the noblest of intentions. Or, as the song says: “No good deed goes unpunished”.

I can’t say “I do no evil”. The best I can promise is “I try not to do evil”.

Principles and values can help us make choices. I’m lucky, no, I choose, to work with people who live these values.

Unweaving the rainbowThe basic problem is that of the subtitle of the book: “Evolution and the meanings of life“. If we are the result of mindless, meaning-less algorithms, are our lives meaningless also? I don’t think so. I’m perfectly at ease in a materialistic, deterministic, existentialist world. I don’t see what indeterminism and mysticism could add. Like Dawkins argues in “Unweaving the rainbow“, our greater understanding of nature only increases my awe and respect of it.

See also:

XP Days France 2008 announced

XP Days France 2008 will be held on 12 and 13 May in Paris

The program hasn’t been announced yet, but I can tell you that those two days will be filled in lots of interesting sessions, like last year. The session proposal process was open and used feedback and iterations to improve proposals.

Open, iterative session proposal processes are used in more and more conferences: XP Days in Benelux, London and France and for Agile 2008. It works so much better than other session selection systems.

Read more and register on the conference web site.

I’ll be there. Hope to see you in Paris in May.

More news about XP Days France when the program is announced.

More news about XP Days Benelux soon.

Are you agile? Do you care?

How do you recognize agility?

Portia asked me this question last week. I get that question regularly. I usually give two answers.

1. Look at the values and principles

I don’t care if you write user stories. Do you really collaborate with your customer? I don’t care if you pair. Is your team learning and spreading knowledge? I don’t care how long your iterations are (as long as they’re not too long). Do you regularly provide value to your users and do you get valuable feedback? I don’t care if you have burndown charts and walls with index cards on them. Do you provide visibility and honest status updates to all involved in your project?

Ask a few questions about values and principles. Ask about the status of the project. Look at the way the team behaves. Ask “Why?”. “Because the book/guru says so” is not an acceptable answer. Look for a systems thinking answer.

It’s so easy to spot the fakes.

It’s easy to see if there is fun, passion, honesty, openness, enthusiasm and a desire to do things that M-A-T-T-E-R.

But Portia knows that already.

2. Why do you care?

What’s so interesting about ‘being agile’? Is that a useful goal?

Some time ago, I got a call from a company to “help them to do Extreme Programming”. As a fan of XP, my reaction was “Why would you want to do that?“.

Turns out they didn’t want to do XP at all.

They wanted to have a solid demo version of their new product, ready for the industry event a few months later. They wanted to improve their software quality to decrease the time between idea and sale. They wanted more visibility into the state of the product/project, so they could make better business decisions.

Those are useful goals. Achieving those goals would be a good acceptance test for my involvement.

I’m going through these same questions with a potential new customer. They want to be agile. I keep asking why. We agree on acceptance tests that show that my involvement improves their business. Tests that show that my involvement brings them value.

Some people find it strange that I don’t emphasize (or even talk about) agile with my customers, when I start projects. Don’t get me wrong. It’s not that I hide agile: it’s on my CV (next to other stuff) and a simple google search will turn up lots of agile-related pages with my name on them. Agile works better than anything else I know of.

But, I only talk about agile after we have gotten results. It’s only XP if it succeeds. 😉

Business-IT alignment? Surely you’re joking!

I fully agree with Dave Nicolette’s assessment of the CIO concerns Top 10. There is a conflation of ends and means, similar to the one above. If these are the things that keep CIOs awake at night, I suggest they take a sleeping pill and snooze on, like they do during their workday.

Whenever someone mentions business-IT alignment I have trouble not to burst out laughing. It’s a phrase I only hear in organisations where there’s an antagonistic relationship between business and IT. “If only we could do without the other party“, they both exclaim wistfully. As one project manager said: “If only there were no customers, IT would be great!“. At which I replied: “Yeah, but unemployment benefits suck”.

In these organisations, IT people talk about “The Business”. I won’t repeat what The Business calls IT, in case young children read this blog.

On the successful projects (in those same organisations) we didn’t call them The Business.

We called them “We”.