This document contains a presentation on organizational structures and decision making. It discusses how traditional hierarchical structures can lead to poor decisions, stress, and wasted potential. It suggests that self-organizing teams with appropriate tools for decision making can help address these issues. The presentation also notes that there are alternative approaches to management, such as Agile, Lean, Holacracy and Sociocracy, that may help create learning organizations better suited to complex work like software development.
2. About me
In the IT field since ZX Spectrum
Strategic IT Consultant ...whatever that means
Trainer (Avanscoperta & Skills Matter)
Technical Writer
Blogger: http://ziobrando.blogspot.com
Twitter: @ziobrando
My e-mail: alberto.brandolini@gmail.com
37. It’s always an IT problem until it’s proved not to
be. I’ve been involved in agile teams where I’ve
seen improvements on the technical side expose
shortcomings and failures on the business side.
When delivery is predictable the bottleneck
shifts into the business. By delivering high
quality software that just works, continuous
feedback from customers and the measurement
of realized benefits often reveals poor decision-
making in other parts of the organization.
http://nobull.energizedwork.com/ Simon Baker
71. System 1
Quick pattern matching
parallel processing, unaware mode
Low energy consumption
72. System 1
Quick pattern matching
parallel processing, unaware mode
Low energy consumption
System 2
73. System 1
Quick pattern matching
parallel processing, unaware mode
Low energy consumption
System 2
Complex elaboration that need
attention and concentration
74. System 1
Quick pattern matching
parallel processing, unaware mode
Low energy consumption
System 2
No parallelism
Complex elaboration that need
attention and concentration
75. System 1
Quick pattern matching
parallel processing, unaware mode
Low energy consumption
System 2
High energy consumption
No parallelism
Complex elaboration that need
attention and concentration
86. “I gave you 2 more
persons... You’ll deliver
earlier!”
87. “I gave you 2 more persons...
You’ll deliver earlier!”
88. “I gave you 2 more persons...
You’ll deliver earlier!”
- Linear outcome (false)
89. “I gave you 2 more persons...
You’ll deliver earlier!”
- Linear outcome (false)
- Linear proportion between cost
and delivered value (false)
90. “I gave you 2 more persons...
You’ll deliver earlier!”
- Linear outcome (false)
- Linear proportion between cost
and delivered value (false)
- Linear starting costs (false)
93. “We couldn’t hire a senior, so we
hired two juniors”
- Linear outcome (false)
94. “We couldn’t hire a senior, so we
hired two juniors”
- Linear outcome (false)
- Linear proportion between cost
and delivered value (false)
95. “We couldn’t hire a senior, so we
hired two juniors”
- Linear outcome (false)
- Linear proportion between cost
and delivered value (false)
- Linear starting costs (false)
98. “Proceed with the other
activities in the meanwhile”
- Null context switch cost (false)
99. “Proceed with the other
activities in the meanwhile”
- Null context switch cost (false)
- Suspended activities remain idle
(false)
100. “Proceed with the other
activities in the meanwhile”
- Null context switch cost (false)
- Suspended activities remain idle
(false)
- Doing is always better than not
doing (false)
115. Versailles Antipattern
Boss is not in the
right mood today
Can you help me
convincing him?
We need a
mutual cover-up
strategy
116. Versailles Antipattern
Boss is not in the
right mood today
Can you help me
convincing him?
We need a
mutual cover-up
strategy I heard that he said
that...