Wetware craftsmanship

Wetware Craftsmanship
Brian Bozzuto & Devin Hedge

© 2012 BigVisible Solutions, Inc. All Rights Reserved

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 Topics for Today BigVisible

► Limits of the conscious mind
► Threats to ego
► Desire for Certainty



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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


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The Brain as a Computer BigVisible



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A Simple Map of the Brain BigVisible



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The Limits of Our Mind BigVisible



7

Who Wants a Cookie? BigVisible



8

The Elephant & the Rider BigVisible



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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


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Challenges of the Elephant BigVisible

► Framing

► Anchoring

► Accessible information

BUT!!! It is fast and efficient


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BigVisible
How to Manage an Elephant

Clear the Path Strengthen the Rider



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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

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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


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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
Object E Object A
6/3 2+6=8
Object F Object B
3+4 3 x 4 = 12

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Chunking Demonstrated BigVisible

► Tryto memorize as many of these numbers as
you can…

310412873634
► Let’s try one more time…

97 14 23

75 30 12

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The Real Power of Information Radiators BigVisible



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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



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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


You need to make the elephant want
to go where you want to go


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BigVisible

Let’s Try Something…


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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
coaches…


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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?



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Need for Social Acceptance BigVisible



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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
rather than listen and
cooperatively problem David Rock, “Managing with the Brain in Mind”, Oxford
solve Leadership Journal. Dec 2009 Vol 1 Issue 1


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So… On to Coaching BigVisible



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Fight or Flight BigVisible



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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)


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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

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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
(2011-08-19). Crucial Conversations Tools for Talking When
Stakes Are High, Second Edition


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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


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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
inquiry à  Who
à  Stays with participants à  Which
à  Touches a deep meaning à  Is it…
à  Evokes more questions


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BigVisible

Let’s Try It Again…


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Another Exercise BigVisible

► Pair up again
► People being coached, share your problem
► Coaches, listen and only use powerful questions
(no recommendations at all)



33

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?



34

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
à  Niccolo Machiavelli “The Prince”


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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



36

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
_____ _____
____ _____


37

Wetware
Or Interpret Them Based on Context Craftsmanship

____ __ ____ _____ ____ ______
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.


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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


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Wetware
Some Cognitive Biases Craftsmanship

____ __ ____ _____ ____ ______
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!”


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How Can These Biases Impact Projects? BigVisible



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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


McConnell, 2006
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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

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Wetware
We’ve All Seen This Craftsmanship

____ __ ____ _____ ____ ______
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


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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
►  What if you got 10 coin
flips?


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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


Reappraise the Situation
Exploit the power of framing


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Conclusion BigVisible

►  Our brain is highly adapted, for a world which we have
changed much faster than we can adapt



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“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
us overcome the
constraints of our mind


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Thank You! BigVisible

Brian Bozzuto Devin Hedge
bbozzuto@bigvisible.com dhedge@bigvisible.com



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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.

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