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DESCRIPTIONSDEC 2014 Keynote - Among the traits that distinguish a good team from a great team is their ability to innovate. And despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve.
<ul><li> 1. Thank you to our SponsorsDoc NortonGroupon - Global Director of Engineering Culturedoc@groupon.com@DocOnDevMediaSponsor:The Experimentation Mindset</li></ul> <p> 2. The Experimentation MindsetDoc NortonGlobal Director of Engineering Culturedoc@groupon.com@DocOnDev 3. Fixed MindsetRedwood Bonsai - This is a life constrained 4. Growth (Agile) MindsetRedwood Tree - This is a life freed 5. Dreyfus Model of Skills Acquisition 6. NoviceNovice Little or no knowledge Little or no experience Need rules Impatient for results focus on how over why Generally one teacherNeed a mentor and close monitoring 7. Advanced BeginnerAdvanced Beginner Some experience Can find information Break free of some rules Cant filter irrelevant information Cant determine importanceNeed experience in limited and controlled real-world situations 8. CompetentCompetent Have a mental model Associations formed Can handle the unknown Methodical Thinking still steeped in right and wrongNeed a variety of real-world situations to form connections between already held ideas and models 9. ProficientProficient Interested in big picture Impatient with over-simplified information Grasp and apply maxims - YAGNI, Do the Simplest Thing That Can Possibly Work Internalization Potential to become an investigator / experimenterNeed a lot of practice, hindered as little as possible by policies or guidelines 10. ExpertExpert True Authority Developed Intuition Deep pool of knowledge Can Interlink Skills Tend to be inarticulate in how they arrive at conclusions Passionate Advocate for True Learning (having experienced it)Continue to practice. Learn by teaching. 11. Where are You? 12. Most think theyre expertMost think theyre expert 13. Most never progress past proficientMost stay stuck at proficient 14. From ImplementationThese first few stages are all similar in that 15. ImplementationMindsetGet it RightA+ To progress from beginner to competence and into proficiency, our focus is on getting it right. Earning good grades. NOT making mistakes. This is a focuson implementation. 16. From Implementation to ExperimentationBut the next phase of growth requires a change 17. ExperimentationMindsetExplore Different WaysBut to progress from Proficiency into Mastery, we must experiment and learn unencumbered by rules and constraints. We need to get it wrong and thenmake it better. We need to explore different ways.Need a lot of practice, hindered as little as possible by policies or guidelinesMUST EXPERIMENT to move PAST PROFICIENT 18. From Implementation to ExperimentationTo progress from beginner to competence and into proficiency, our focus is on getting it right. Earning good grades. NOT making mistakes. This is a focuson implementation.But to progress from Proficiency into Mastery, we must experiment and learn unencumbered by rules and constraints. We need to get it wrong and thenmake it better.Need a lot of practice, hindered as little as possible by policies or guidelinesMUST EXPERIMENT to move PAST PROFICIENT 19. Telephone Sales 20. Telephone Sales 21. Telephone Sales 22. Telephone Sales 23. Follow the ScriptThis isgonna goGREAT! 24. Weekly Sales RankingsIt didnt go so GREATPtolemyJanetRaphaelSusanKathyTommyDocChris P.3 weeks in a row below the line and youre out. 5 weeks in an 7 week period and youre out.The line was not a set sales target. This was strict rank and yank. 25% of people were ALWAYS below the line. 25. Hello (sGir/omoadd Damay),!my name is _P_t_o_lePma_ty _M Mici_ch_ha_ee_llaska_k_is_ Watch the Master 26. ExperimentJokester 27. ExperimentDemanding 28. ExperimentCalmly Confident 29. ExperimentPlayed Dumb 30. ExperimentWas just friendly 31. Weekly Sales RankingsTop in Sales!DocPtolemyJanetKathyTommyRaphaelSusanAndy 32. Id like to see you in my office. 33. Not the feedback I was expectingThe script is proven. It is a best practice. We need to follow best practices to get the best results. 34. My last dayOn the day I decided was my last day, for my last phone call, I stood on my desk. Then Tommy stood, then Kathy, then Ptolemy, then others.I closed that call. I sold a gentleman 3 years of Field and Stream Magazine.And I gladly left. 35. Best PracticesBest Practices are a misnomer. The very notion is steeped in a Fixed and Implementation Mindset. They create artificial boundaries for our learning. 36. ImplementationMindsetGet it RightA+ They wanted me to get it right. Follow the script. Practice the script. Get better at the script. The script was their Best Practice. I was violating bestpractices.More organizations need an experimentation mindset 37. Single LoopLearningAssumptions Actions OutcomesGet it RightThis is what Chris Argyris calls Single Loop Learning.We hold fast to underlying assumptions, such as the notion of a best practice. Operating in this context, we prioritize how good we are at following thepractice over how well weve achieved the actual goal.Incremental Improvement & Little innovation (if any at all)A focus on getting it right creates an environment where failure is hidden. Want to look good.Deceit => Suspicion => Contempt => Dark Side 38. Double LoopLearningAssumptions Actions OutcomesGet it RightExplore Different WaysDouble Loop LearningChallenge our base assumptions - remember your purpose Dont just get better at code reviews; consider how else you can Share knowledge, Enforce Standards, Maintain Quality What if we didnt have - Annual goals, quarterly financials, managers or hierarchy How do we KNOW the latest management/leadership/process trend will work here? 39. ExperimentationMindsetExplore Different WaysThe experimentation mindset moves us from not only getting better at how we do things, but finding better ways to do them. 40. Best PracticesInstead of Best Practices 41. Leading PracticesThink of them as Leading Practices 42. Dreyfus Model of Skills AcquisitionMontessori Schools and other alternative educational formats 43. Experimentation 44. Experiment ConfigurationFinch - homage to Darwin 45. Experiment MonitoringPanopticon 46. Build Status 47. Application Performance 48. Cumulative Flow 49. Team Velocity 50. Code Quality 51. Code Quality 52. Retrospectives 53. Interest LeaguesInterest LeaguesCommunities of people with common interests, related to work, but not directly about delivery of a Groupon project.Java League, Node League, Ruby League, On-Boarding League, Speaker LeagueThese groups create our standards. Standards come from the people who do the work. They come from a team self-selected and self-organized peoplefrom all over the globe. 54. Internal Hack FestGeekOnTwo (or more) times per year - Engineering and Product take a week to hack.Cannot be part of your regular workHave to be able to squint at it and see GrouponProjects are voted on and Executive team funds them for additional 20% time 55. Culture ClubsCulture ClubsVolunteers in each office. Plan office events - parties, charity drives, in-chair massageCulture clubs meet to share ideas and tips. Coordinate events across offices for some occasions. 56. GEMs ProgramGEMs programGroupon Enrichment and Mentoring 57. 360 Feedback360 FeedbackSeveral Teams were doing this already.Launched multi-team pilot to see if we could spread this throughout the organization. 58. The Check-InThe Check-InForm => Histograms => Overall01 - I know what's expected of me at work.02 - I have the materials and equipment I need to do my work right.03 - At Groupon, I have the opportunity to do what I do best every day.04 - In the last seven days, I have received recognition or praise for doing good work.05 - My manager, or someone at Groupon, seems to care about me as a person.06 - There is someone at Groupon who encourages my development.07 - At Groupon, my opinions seem to count.08 - The mission/purpose of Groupon makes me feel my job is important.09 - My co-workers are committed to doing quality work.10 - I have a best friend at work.11 - In the last six months, someone at Groupon has talked to me about my progress.12 - This last year, I've had opportunities at Groupon to learn and grow. 59. 4 things 60. Know your purposeWhat problem are you trying to solve? What value are you trying to create?Without this, you are not experimenting, you are meandering aimlessly.Are you building educational software or are you making education available for all, regardless of their financial standing?Are you selling coupons on the internet or are you empowering local business?Tesla Motors recently open-sourced their patents.Their purpose is to reduce carbon emissions and revolutionize the automotive industry. Knowing this, it was the obvious choice. They are blazing the trail,but cannot do it alone. 61. Failure is simply theopportunity to begin again,this time more intelligently. Henry FordMake Failure AcceptableWhen failure is acceptable, success is more likely 62. THINK BIG start smallDont scale too soon. Test in multiple ways. Iterate. Learn. 63. Assumptions Actions OutcomesGet it RightExplore Different WaysKeep Experimenting. 64. The Experimentation MindsetDoc NortonGlobal Director of Engineering Culturedoc@groupon.com@DocOnDevThankYou! 65. Images Mad Scientist - https://www.flickr.com/photos/dzingeek/4587871752/sizes/o/ Redwood Bonsai - http://upload.wikimedia.org/wikipedia/commons/6/6e/Redwood_bonsai.JPG Redwood Canopy - https://c2.staticflickr.com/4/3548/3498180845_a2d653a323_b.jpg Child to Adult - http://1.bp.blogspot.com/-rBplVVYK1CQ/Uu-EDJPXSzI/AAAAAAAAAHs/ErtWY1kctiY/s1600/HiRes.jpg Phones - http://www.enumclawsda.org/uploads/1/3/3/9/13391741/1971539_orig.gif?119 http://4.bp.blogspot.com/-qASUt2T7C7o/ULvJ8HVU3LI/AAAAAAAAACw/LufW5HYhCyM/s1600/Tel%C3%A8fon+fixe+antic.png https://c2.staticflickr.com/8/7443/8758001086_2692f91620_h.jpg http://cdn2.hubspot.net/hub/147894/file-270530761-jpg/images/phone-large.jpg Phone Script - http://www.google.com/imgres?imgurl=http%3A%2F%2Fimg.docstoccdn.com%2Fthumb%2Forig%2F6629075.png&imgrefurl=http%3A%2F%2Fwww.docstoc.com%2Fdocs%2F6629075%2FSample-Sales-Script&h=1650&w=1275&tbnid=nhUALN2u__S9YM%3A&zoom=1&docid=-yQKAu8BxDXbEM&ei=PhVFVIvsOcfRiQK9kYGABQ&tbm=isch&ved=0CB8QMygDMAM&iact=rc&uact=3&dur=1681&page=1&start=0&ndsp=25 66. Reference Material Dreyfus Model of Skills Acquisition - http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition, http://files.eric.ed.gov/fulltext/ED384695.pdf#page=130, file:///Users/mnorton/Documents/Dropbox/Presentations/Groupon/Experimentation%20Mindset/ADA084551.pdf HBR: Collective Genius - http://hbr.org/2014/06/collective-genius/ar/1 How Organizations Learn - http://www.areteadventures.com/articles/the_challenge_of_entering_the_green_room.pdf Argyris: Teaching Smart People how to Learn - http://hbr.org/1991/05/teaching-smart-people-how-to-learn/ar/1,http://pds8.egloos.com/pds/200805/20/87/chris_argyris_learning.pdf Argyris: Double Loop Learning in Organizations - http://hbr.org/1977/09/double-loop-learning-in-organizations/ar/3 Argyris: Single-Loop and Double-Loop Learning in Research on Decision Making - https://093fb1c5e28761e25b79cfc10de03f5a188778a0.googledrive.com/host/0B_RO2ClD0V7AZHpWRS1mNUc2d1k/argyris.pdf Lean Change - http://www.lean.org/LeanPost/Posting.cfm?LeanPostId=225 Scaling Up Excellence - Start With Why - </p>
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