Module Human Side by Gerrit Muller HBV-NISE e-mail:
[email protected] www.gaudisite.nl
Abstract The module Human Side addresses the psycho-social aspects of systems architecting.
Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
June 23, 2016 status: preliminary draft version: 1.6
The Human Side of Systems Architecting by Gerrit Muller Buskerud University College e-mail:
[email protected] www.gaudisite.nl
Abstract Systems architects interact quite often with many humans, and create products that must satisfy human needs. Insight in human aspects is crucial. However, human aspects span a very broad field, the human sciences, that differs quite significantly from the technical background of most architects.
Individual
Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
Homogeneous Culture
June 23, 2016 status: draft version: 1.0
Heterogeneous Culture
Bilateral
Group
Networks
Overview of Human Aspects
cultural diversity
heterogeneous cultures
individual bilateral
homogeneous culture
group
networked groups
number of involved humans
psychology psychiatry physiology
networked society
group dynamics pedagogy
ergonomics
cultural anthropology
didactics
political science sociology
medicine The Human Side of Systems Architecting 3 Gerrit Muller
version: 1.0
June 23, 2016 TSAHSaspectsOverviewDiagram
criminology
Context and Stakeholders of Product Creation
Competitors
user user
Customer Business customer
service production
people
Product Creation
technology sales internal company world
Complementors Suppliers
The Human Side of Systems Architecting 4 Gerrit Muller
Suppliers
version: 1.0
June 23, 2016 StakeholderWorldView
Human Measure and Information Technology
A working group, consisting of • Dieter Hammer (Technical University Eindhoven), • Jaap van Rees (Van Rees adviesbureau), • Jeroen van Hoven (Erasmus University Rotterdam), • Kees van Overveld (Philips Research/TUE), • Daan Rijsenbrij (Cap Gemini), • Nathalie Masseus (Cap Gemini), • and Gerrit Muller (Philips Research) wants to increase the awareness in the ICT-architecture community of the human aspects.
The Human Side of Systems Architecting 5 Gerrit Muller
version: 1.0 June 23, 2016
Human Side: Interpersonal Skills by Gerrit Muller Buskerud University College e-mail:
[email protected] www.gaudisite.nl
Abstract We discuss in this paper a set of skills and techniques to cooperate effectively between two individuals. We show the wonders of communication and then we address techniques such as investigation and acknowledgement, constructive feedback, conflict management, appraisal, good practices in a conversation, searching for ideas.
idea to be expressed
Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
own interpretation of idea
encoding based on
June 23, 2016 status: draft version: 0.1
emotional state relation with the other the objective the situation age, status education cultural background
bal nonver message
verbal message
decoding based on emotional state relation with the other the objective the situation age, status education cultural background
from: "Listening and communicating" by Lia Charité, www.liacharite.nl
Active listening:
the art of the receiver to decode the message
idea to be expressed
own interpretation of idea
encoding based on emotional state relation with the other the objective the situation age, status education cultural background
decoding based on
b al r e v n o n e messag
emotional state relation with the other the objective the situation age, status education cultural background
verbal e messag
from: "Listening and communicating" by Lia Charité, www.liacharite.nl
Human Side: Interpersonal Skills 7 Gerrit Muller
version: 0.1
June 23, 2016 CVCbilateralCommunication
Intense interaction needed for mutual understanding
to calibrate: repeat many times with different examples, illustrations, and explanations B's context language B's incentives
-
A's context language A's incentives
idea1 idea2'
-
idea2"
encoder decoder
encoder decoder
idea1"
person A Human Side: Interpersonal Skills 8 Gerrit Muller
idea1' idea2
person B version: 0.1
June 23, 2016 CVCcodingCalibration
level of mutual understanding
Mutual understanding as function of time
time no interaction intense interaction
Human Side: Interpersonal Skills 9 Gerrit Muller
intense interaction
version: 0.1
June 23, 2016 CVCunderstandingInTime
The material for interpersonal skills is based on a set of techniques from a course "Interpersonal Management Skills" by Hay Management Consultants in 1998 Human Side: Interpersonal Skills 10 Gerrit Muller
version: 0.1
June 23, 2016 HSISacknowledgements
Investigate and Acknowledge material $$
effort $$
o o t s i s i "Th e" v i s n e p x e investigate: What has been said and why? acknowledge: Paraphrase what has been said and why? i.e. use your own words Human Side: Interpersonal Skills 11 Gerrit Muller
When a decision will be taken or an action will be started on the basis of exchanged information, opinions or suggestions or when the first reaction is to reject, ignore or contradict what you just heard. version: 0.1
June 23, 2016 HSISinvestigate
Constructive Feedback
How + Indicate the strong points to be kept + Indicate the points to be improved + Search for solutions which build upon the strong points and improve the weak points
When You want to facilitate someone to improve his/her performance
Human Side: Interpersonal Skills 12 Gerrit Muller
version: 0.1 June 23, 2016 HSISfeedback
Conflict Management option A $$
option B elegance
When in case of conflict
How? define the positions: * indicate what is important for you and why * investigate and acknowledge what is important for the other and why If you are willing and able to consider alternatives:
Search for alternative solutions
Human Side: Interpersonal Skills 13 Gerrit Muller
IF
If you are not willing and able to consider alternatives, or no acceptable solution for both parties can be found: Finish the conversation: * acknowledge the right to have a different opinion * indicate your decision and why version: 0.1
June 23, 2016 HSISconflictManagement
Appraisal When Someone’s performance is important for you * exceeding the expectations * meets expectations continuously * meets expectations, which exceed the normal performance level of this person Appraise only when authentic! How + Mention the performance very specific. + Mention the personal qualities which lead to this performance. + Describe which advantages arise for you, the department or the organization. Human Side: Interpersonal Skills 14 Gerrit Muller
version: 0.1 June 23, 2016 HSISappraisal
Conversation Good Practices
When you open a conversation formulate the purpose
When you finish the conversation summarize the agreements and the actionplan
Human Side: Interpersonal Skills 15 Gerrit Muller
version: 0.1
June 23, 2016 HSISconversation
Searching for Ideas
When asking for a suggestion
give a reaction
When supplying a suggestion
ask for a reaction
When you use or build
mention the source of the
upon ideas of others When you need new or more creative ideas
Human Side: Interpersonal Skills 16 Gerrit Muller
ideas remove limitations temporarily or add limitations
version: 0.1
June 23, 2016 HSISsearchingForIdeas
Human Side: Team Work by Gerrit Muller Buskerud University College e-mail:
[email protected] www.gaudisite.nl
Abstract The creation of products requires many different people to cooperate. The work is often organized in teams. The team members have complimentary skills and knowledge. In many management courses the need to design teams is emphasized. Unfortunately, often these recommendations are ignored. We re-iterate in this paper the rationale for teams and the recommendations for designing the team itself.
Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
June 23, 2016 status: draft version: 0.2
deaf cannot hear
blind cannot see
mute cannot speak
but in the team two can hear, two can see, and two can speak
Teams consist of complementary people
deaf cannot hear
blind cannot see
mute cannot speak
but in the team two can hear, two can see, and two can speak Human Side: Team Work 18 Gerrit Muller
version: 0.2
June 23, 2016 HSTWthreeApes
Organization size and teams
1
2 4
8 16
32
64
128
256
512
room floor building campus
Human Side: Team Work 19 Gerrit Muller
version: 0.2
June 23, 2016 BLOATorganization
Very simplistic team model
legend productive work communication
1-person team eff = 100%
Human Side: Team Work 20 Gerrit Muller
2-person team eff = 75%
3-person team eff = 50%
version: 0.2
June 23, 2016 HSTWsimpleTeamModel
4-person team eff = 25%
Hierarchical simplistic team model legend productive work communication
2-person team eff = 75%
Human Side: Team Work 21 Gerrit Muller
3-person team eff = 66%
4-person team eff = 62.5%
version: 0.2
June 23, 2016 HSTWhierarchicalModel
9-person team eff ~= 56%
Many personality and role models are available neutral facts
feeling instinctive
negative flaws
positive benefits
creative ideas
process meta
E Extraversion S Sensing
iNtuition N
T Thinking
Feeling F
J Judging
Perceiving P
Six thinking hats by Edward de Bono
Myers-Briggs Type Indicators
plant creative
team worker co-operative, averts friction
implementer disciplined, conservative, do-er
resource investigator enthusiatic communicator
shaper driver, dynamic
completer finisher conscientious, painstaking
co-ordinator mature, chairman
monitor evaluator sober, analytical
specialist single-minded, rare skills Belbin's team roles
Human Side: Team Work 22 Gerrit Muller
Introversion I
version: 0.2 June 23, 2016 HSTWroles
Process of creating and using a team team owner to be respected by receivers
determines charter
well-defined charter output
What, When, Where, How, Whom with sufficient room for the team to determine the way-of-working
Human Side: Team Work 23 Gerrit Muller
team
version: 0.2 June 23, 2016 HSTWcharter
“War Room” is very effective
Human Side: Team Work 24 Gerrit Muller
version: 0.2
June 23, 2016 HSTWwarRoom
desk
desk
wall space
desk
cabinets
tables
cabinets
wall space
table
desk
windows
desk
windows
Concurrency and Fragmentation lower efficiency How many (semi-)concurrent tasks can a person handle? Working in burst-mode (concentrating on one task for one day, week or month) can increase efficiency.
or
time
six tasks in parallel: all results are late Human Side: Team Work 25 Gerrit Muller
six tasks sequential first result in 1/6 of time! version: 0.2
June 23, 2016 HSTWfragmentationAndConcurrency
One person will be member of multiple teams
design team product A
roadmapping team
Image quality team
process improvement team
subsystem team format compliance team
It is quite normal to participate in many teams simultaneously. However, a team can only function if the members are sufficiently available!
Human Side: Team Work 26 Gerrit Muller
version: 0.2
June 23, 2016 HSTWmultipleTeams
Critical Success Factors for teams
well defined charter clear owner of the result respect for the output of the team freedom of way-of-working housing and location availability of team members complementary roles diversity, pluriformity Human Side: Team Work 27 Gerrit Muller
version: 0.2
June 23, 2016 HSTWcriticalSuccessFactors
Function Profiles; The Sheep with Seven Legs by Gerrit Muller Buskerud University College e-mail:
[email protected] www.gaudisite.nl
Abstract The profile of a system architect is quantified for a large list of system architect related characteristics. For comparison the function profiles of related functions are given as well. This profile is based on personal observations and experience.
9
This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.
June 23, 2016 status: concept version: 1.0
8
7
7
6
6
5
5
4 3 2 1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Distribution
9
8
4 3 2 1
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
System Architect 9 9
8 8
7 7
6 6
5 5
Function Profiles; The Sheep with Seven Legs 29 Gerrit Muller June 23, 2016 FPsystemArchitect
version: 1.0
4
3
2
1
9 9
8 8
7 7
6 6
5 5
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Test Engineer
Function Profiles; The Sheep with Seven Legs 30 Gerrit Muller version: 1.0
June 23, 2016 FPtestEngineer
4
3
2
1
9 9
8 8
7 7
6 6
5 5
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Developer
Function Profiles; The Sheep with Seven Legs 31 Gerrit Muller version: 1.0
June 23, 2016 FPdeveloper
4
3
2
1
9 9
8 8
7 7
6 6
5
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Operational Leader
Function Profiles; The Sheep with Seven Legs 32 Gerrit Muller June 23, 2016 FPoperationalLeader
version: 1.0
5
4
3
2
1
3
2
1
6
5
4
Function Profiles; The Sheep with Seven Legs 33 Gerrit Muller
manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
7
fast absorption of knowledge
8
creativity
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical
Line Manager 9 9 8
7
6
5
version: 1.0
June 23, 2016 FPlineManager
4
3
2
1
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Commercial Manager 9 9
8 8
7 7
6 6
5 5
Function Profiles; The Sheep with Seven Legs 34 Gerrit Muller June 23, 2016 FPcommercialManager
version: 1.0
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight politicsal insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
The numbers behind the bars
systems architect
9 8 9 9 9 9 3 9 9 7 9 9 8 3 7 7 5 3 5 2 5 8 8 4 4 6 5 3 7
test engineer
5 6 4 4 5 8 4 7 4 9 6 9 4 9 6 4 4 3 4 3 3 3 6 3 2 2 2 2 4
developer
6 8 7 4 6 6 9 3 6 8 6 5 9 7 6 5 4 7 7 6 8 4 5 3 2 2 3 2 2
operational leader
8 8 4 9 5 4 2 6 4 9 5 5 5 3 9 9 5 9 9 9 9 9 7 5 3 5 6 6 8
line manager
6 6 4 4 5 5 7 4 6 5 5 4 4 2 9 6 9 4 4 4 4 4 5 3 3 9 9 9 9
commercial manager
9 8 4 8 8 8 2 5 7 9 5 5 9 2 4 4 4 5 5 2 5 8 9 9 9 4 2 2 8
Function Profiles; The Sheep with Seven Legs 35 Gerrit Muller
version: 1.0
June 23, 2016 FPtableWithValues
Exercise Psycho-Social Side
Make a (critical and honest) profile of yourself and of the operational or the line manager, who thinks he is managing you. Select 2 characteristics which you find difficult to assess or where you expect that other people will have a totally different perception. Discuss these 2 characteristics in the group. Present (max 1 flip) the highlights.
Exercise Psycho-Social Side 36 Gerrit Muller
version: 1.0 June 23, 2016 MHSexercise
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Characteristics
Exercise Psycho-Social Side 37 Gerrit Muller June 23, 2016 FPtableExercise
version: 1.0
Human Side From Individual to Society
The Wonder of Bilateral Communication
cultural diversity
heterogeneous cultures
idea to be expressed
own interpretation of idea
encoding based on individual
group
bilateral
homogeneous culture
networked society
networked groups
b al nonver e messag
verbal e messag
number of involved humans
psychology psychiatry physiology
emotional state relation with the other the objective the situation age, status education cultural background
group dynamics pedagogy
cultural anthropology
didactics
ergonomics
decoding based on emotional state relation with the other the objective the situation age, status education cultural background
political science sociology
criminology from: "Listening and communicating" by Lia Charité, www.liacharite.nl
medicine
Team work
Impact of Size 1
2 4
8 16
32
64
128
256
512
room
deaf cannot hear
blind cannot see
mute cannot speak
floor building
but in the team two can hear, two can see, and two can speak
Summary Module Human Side 38 Gerrit Muller
campus
version: 1.0 June 23, 2016
Teams Design the team!
Role variations neutral facts
feeling instinctive
negative flaws
positive benefits
creative ideas
process meta
E Extraversion
Introversion I
S Sensing
iNtuition N
T Thinking
Feeling F
J Judging
Perceiving P
Six thinking hats by Edward de Bono
team owner to be respected by receivers
determines charter
Myers-Briggs Type Indicators
well-defined charter plant creative
team worker co-operative, averts friction
implementer disciplined, conservative, do-er
resource investigator enthusiatic communicator
shaper driver, dynamic
completer finisher conscientious, painstaking
co-ordinator mature, chairman
monitor evaluator sober, analytical
specialist single-minded, rare skills
output
What, When, Where, How, Whom with sufficient room for the team to determine the way-of-working
team
Belbin's team roles
Focus, avoid fragmentation
Design team environment
How many (semi-)concurrent tasks can a person handle? Working in burst-mode (concentrating on one task for one day, week or month) can increase efficiency.
table
desk
windows
desk
windows
time
Summary Module Human Side 39 Gerrit Muller
desk
desk
wall space
desk
cabinets
tables
cabinets
wall space
or
six tasks in parallel: all results are late
version: 1.0 June 23, 2016
six tasks sequential first result in 1/6 of time!
4
3
2
1
communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation
Function Profiles
Sheep with 7 Legs? 9 9
8 8
7 7
6 6
5 5
intentionally left blank
Summary Module Human Side 40 Gerrit Muller
intentionally left blank
4
3
2
1
intentionally left blank
version: 1.0
June 23, 2016