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The Power of Conflict

Devops, Conflict and Systems Thinking
by

Nikolas Katsimpras

on 20 October 2015

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Transcript of The Power of Conflict

devopsdays Boston
2014
The Power of Conflict
||
A Conflict Resolution perspective of Devops
||
Nikolas Katsimpras

Master of Science in
Negotiation and Conflict Resolution
@nkatsimpras
nk2473@columbia.edu
"Insanity is repeating the same mistakes
and expecting different results."
“The problem with quotes on the internet
is that you can't be sure of their accuracy.”
-Einstein
narcotics
anonymous

('Insanity' quote from NA handbook (1981), pg.11)
add ction
our chronic responses
financial collapses
shortcomings of
modern democracy

crime
organizational
problems

WAR
conflict
complex problems
Have we been addicted to familiar solutions?
YES
BUT...
Breaking News!
we are experiencing a


Cultural
Transition

PANDEMIC
Academia

Business

Finance

Medicine
from

vertical
specialization
H
orizontal
collaboration
INTERDISCIPLINARY STUDIES
LEAN ENTERPRISE
COMPLEXITY-BASED RISK ASSESSMENT
AGILE -> DEVOPS
AIDS
CANCER
FLU, OBESITY, VACCINATION -
SOCIAL SYSTEMS MODELING
desiloization
=

conflict
?
what is conflict?
self
group
micro
macro
Conflict Intelligence
(Argyris and Schön, 1974)
'It is these maps that guide people’s actions rather than the theories they explicitly espouse.’
Immense limitations:
Cognitive
DISTORTIONS
Perceptual
BIASES
ANCHORING
FUNDAMENTAL
ATTRIBUTION ERROR
SELECTIVE
PERCEPTION
HALO EFFECT
MEMORY BIAS
HINDSIGHT BIAS
cognitive
BIASES
perceptual
DUPLEX PERCEPTION-
MCGURK EFFECT
REFLECTION
the transformational
power of
Coleman et. al (2012.) Getting Down to Basics: A Situated Model of Conflict in Social Relations
deconstructing
Conflict

examples
Cooperation vs. self-interest
communication - information - time
6 Iterations:

2x
Anonymized - No communication

2x
Named - No communication

2x
Named - Communication
Burke, W.W. (2006) Conflict in Organizations.
Conflict in Organizations - Four levels
1.
Individual with the organization

2.
Individuals with one another

3.
Organizational units with other units

4.
Interorganizational relationships
D
E
V
O
P
S
exercise 2
Psychological contract
"unwritten set of expectations operating at all times between every member of the organization and the various managers and others in that organization"
(Schein, 1980)
The new contract:


1. Appreciation of Individual Contribution

2. Effective Utilization of Skills

3. Lifelong learning - Personal Development

1980-90s: job security

Autonomy

Mastery

Purpose
Intrinsic motivation for highly cognitive processes:

Daniel Pink (2009.) Drive
Productive
vs
Destructive
- Groupthink

- Are we going to Abiline ?
Superordinate Identity
Culture
Devops as a superordinate culture?



Two types of intrinsic motivation:


Promotion

Prevention
dev
ops
Custom
Institutionalization of a Systems Thinking
based organizational culture - situation appropriate!
"...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."
(Business insider, 03/2014)
former Apple VP of Worldwide Marketing Communication
Allison Johnson
No one-size-fits-all!!
(The Change Handbook, 2007)
Participatory Culture Institutionalization
Patrick Debois:
"Devops are bridge-builders."
Network Weavers
Mediation

Conflict Intelligence

Emotional Intelligence
Cultural Intelligence
Facilitation
Burma - DST participatory feedback loop mapping
The power of productive Conflict
Key points for Devops:



- 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
through case specific "soft skill" training and participatory engagement in order to result into a trust based, collective results orientated work culture.
Devops is about the role of intrinsic motivation
in the individual choices of group members, with
the collective benefit and interdependency being the priority.
Engagement exercise:
Conflicts, or Problems, as a system.
Participatory feedback loop mapping
Nonlinear causation - no root cause
exercise 1
- 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.

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
Mental Maps
drive
actions
Game theory / Prisoners dilemma
Progressive

Conservative
Devops standarization?

gamification
micro/
self
macro/
group
Conflict is to be cherished and appropriately leveraged.
devopsdays Boston
2014
Harnessing The Power of Conflict
Nikolas Katsimpras

@nkatsimpras
nk2473@columbia.edu
=
self
group
micro
macro
Soft skills:
The power of productive Conflict
- What works? What does not work?
- History timeline, successes, failures,
grievances, results etc analysis through
system feedback loops.
generic collective gain curve
Conflict at Github
Part of a greater holistic organizational model.
DEVOPS:
individual and group rationality
(Argyris and Schön, 1974)
examples:
Quality Assurance
Safety
Security
@nkatsimpras

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@nkatsimpras

by John Godfrey Saxe
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!"
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!
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
Dispute Resolution Program
or
The Tragedy of the Commons
More than developers, or operations, you are mediators and negotiators.
Each one of you is touching a different part of the elephant.
Cognitive
DISTORTIONS
Perceptual
BIASES
cognitive
BIASES
perceptual
Full transcript