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It was six men of Indostan

To learning much inclined,

Who went to see the Elephant

(Though all of them were blind),

That each by observation

Might satisfy his mind

The First approached the Elephant,

And happening to fall

Against his broad and sturdy side,

At once began to bawl:

"God bless me! but the Elephant

Is very like a wall!"

The Second, feeling of the tusk,

Cried, "Ho! what have we here

So very round and smooth and sharp?

To me 'tis mighty clear

This wonder of an Elephant

Is very like a spear!"

The Third approached the animal,

And happening to take

The squirming trunk within his hands,

Thus boldly up and spake:

"I see," quoth he, "the Elephant

Is very like a snake!"

The Fourth reached out an eager hand,

And felt about the knee.

"What most this wondrous beast is like

Is mighty plain," quoth he;

" 'Tis clear enough the Elephant

Is very like a tree!"

The Fifth, who chanced to touch the ear,

Said: "E'en the blindest man

Can tell what this resembles most;

Deny the fact who can

This marvel of an Elephant

Is very like a fan!"

The Sixth no sooner had begun

About the beast to grope,

Than, seizing on the swinging tail

That fell within his scope,

"I see," quoth he, "the Elephant

Is very like a rope!"

Conflict Intelligence

Cooperation vs. self-interest

BIASES

perceptual

Perceptual

DISTORTIONS

Cognitive

BIASES

cognitive

through case specific "soft skill" training and participatory engagement in order to result into a trust based, collective results orientated work culture.

gamification

- Reinforcing feedback loops in solid lines

- Inhibiting feedback loops in dotted lines

- Reinforcing hubs marked by thick oval shapes and pointed out by red lines

- Inhibiting hubs marked by thick dotted oval shapes and pointed out by blue lines

- Numbers within loops refer to the timeline of the conflict, which has been broken down into five phases to map its dynamic progression.

@nkatsimpras

(The Change Handbook, 2007)

Burma - DST participatory feedback loop mapping

=

Harnessing The Power of Conflict

Cultural Intelligence

Daniel Pink (2009.) Drive

Burke, W.W. (2006) Conflict in Organizations.

generic collective gain curve

- What works? What does not work?

- History timeline, successes, failures,

grievances, results etc analysis through

system feedback loops.

(Business insider, 03/2014)

Conflict is to be cherished and appropriately leveraged.

examples:

Quality Assurance

Safety

Security

(Argyris and Schön, 1974)

1980-90s: job security

Coleman et. al (2012.) Getting Down to Basics: A Situated Model of Conflict in Social Relations

@nkatsimpras

Emotional Intelligence

BIASES

DUPLEX PERCEPTION-

MCGURK EFFECT

Devops standarization?

Network Weavers

dev

ops

perceptual

"Devops are bridge-builders."

Part of a greater holistic organizational model.

@nkatsimpras

- individual role and style reflection

- foster an environment that favors marginalized voices

- Superordinate Identity creation

- Institutionalization of a productive Conflict culture

- Embrace, prioritize and develop the value of intellectual opposition and constructive controversy

- Invest on Trust

- See oneself as part of the System

- System thinking-based Structures, Attitudes and Transactions

DEVOPS:

(Argyris and Schön, 1974)

Conflict Intelligence

Progressive

"...the marketing team was right next to the product development and engineering teams. So we understood deeply what was important about the product, what the team’s motivations were in the product, what they hoped that product would achieve, what role they wanted it to have in people’s lives. And because we were that close, we were able to translate that very clearly in all of our marketing and communications."

communication - information - time

1. Appreciation of Individual Contribution

2. Effective Utilization of Skills

3. Lifelong learning - Personal Development

No one-size-fits-all!!

(Schein, 1980)

More than developers, or operations, you are mediators and negotiators.

Conservative

Participatory feedback loop mapping

micro

macro/

group

self

Patrick Debois:

Devops as a superordinate culture?

Autonomy

Mastery

Purpose

Culture

Participatory Culture Institutionalization

micro

Productive vs Destructive

self

REFLECTION

macro

group

Mental Maps

drive

actions

'It is these maps that guide people’s actions rather than the theories they explicitly espouse.’

Perceptual

DISTORTIONS

"unwritten set of expectations operating at all times between every member of the organization and the various managers and others in that organization"

Cognitive

1. Individual with the organization

2. Individuals with one another

3. Organizational units with other units

4. Interorganizational relationships

Facilitation

@nkatsimpras

or

the transformational

power of

ANCHORING

FUNDAMENTAL

ATTRIBUTION ERROR

SELECTIVE

PERCEPTION

HALO EFFECT

MEMORY BIAS

HINDSIGHT BIAS

Superordinate Identity

desiloization = conflict?

@nkatsimpras

nk2473@columbia.edu

D

E

V

O

P

S

6 Iterations:

2x Anonymized - No communication

2x Named - No communication

2x Named - Communication

Two types of intrinsic motivation:

Promotion Prevention

Engagement exercise: Conflicts, or Problems, as a system.

Custom Institutionalization of a Systems Thinking

based organizational culture - situation appropriate!

Conflict at Github

Nikolas Katsimpras

deconstructing

Conflict

The new contract:

Mediation

group

Game theory / Prisoners dilemma

macro

former Apple VP of Worldwide Marketing Communication

BIASES

micro/

self

Intrinsic motivation for highly cognitive processes:

Immense limitations:

Each one of you is touching a different part of the elephant.

The power of productive Conflict

Nonlinear causation - no root cause

Psychological contract

@nkatsimpras

Allison Johnson

exercise 1

cognitive

If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.

Antoine de Saint-Exupery

@nkatsimpras

The Tragedy of the Commons

@nkatsimpras

Key points for Devops:

Soft skills:

examples

@nkatsimpras

Devops is about the role of intrinsic motivation

in the individual choices of group members, with

the collective benefit and interdependency being the priority.

@nkatsimpras

individual and group rationality

@nkatsimpras

exercise 2

- Groupthink

- Are we going to Abiline ?

devopsdays Boston

2014

@nkatsimpras

what is conflict?

@nkatsimpras

Conflict in Organizations - Four levels

@nkatsimpras

orizontal

collaboration

H

specialization

from

vertical

Breaking News!

AIDS

CANCER

FLU, OBESITY, VACCINATION -

SOCIAL SYSTEMS MODELING

COMPLEXITY-BASED RISK ASSESSMENT

INTERDISCIPLINARY STUDIES

LEAN ENTERPRISE

AGILE -> DEVOPS

Academia

Business

Finance

Medicine

@nkatsimpras

PANDEMIC

we are experiencing a

Cultural

Transition

BUT...

YES

complex problems

Have we been addicted to familiar solutions?

@nkatsimpras

conflict

organizational

problems

crime

WAR

shortcomings of

modern democracy

financial collapses

by John Godfrey Saxe

our chronic responses

devopsdays Boston

2014

“The problem with quotes on the internet

is that you can't be sure of their accuracy.”

Master of Science in

Negotiation and Conflict Resolution

-Einstein

narcoticsanonymous

The Power of Conflict

"Insanity is repeating the same mistakes

and expecting different results."

add ction

('Insanity' quote from NA handbook (1981), pg.11)

Dispute Resolution Program

And so these men of Indostan

Disputed loud and long,

Each in his own opinion

Exceeding stiff and strong,

Though each was partly in the right,

And all were in the wrong!

|| A Conflict Resolution perspective of Devops ||

Nikolas Katsimpras

@nkatsimpras

nk2473@columbia.edu

@nkatsimpras

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