Module 09, Human Side
Transcript of Module 09, Human Side
Module Human Sideby Gerrit Muller HBV-NISE
e-mail: [email protected]
Abstract
The module Human Side addresses the psycho-social aspects of systems archi-tecting.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
October 20, 2017status: preliminarydraftversion: 1.6
The Human Side of Systems Architectingby Gerrit Muller Buskerud University College
e-mail: [email protected]
Abstract
Systems architects interact quite often with many humans, and create productsthat must satisfy human needs. Insight in human aspects is crucial. However,human aspects span a very broad field, the human sciences, that differs quitesignificantly from the technical background of most architects.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
October 20, 2017status: draftversion: 1.0
Individual Bilateral
Heterogeneous Culture
Group Networks
Homogeneous Culture
Overview of Human Aspects
individual
bilateral
heterogeneous cultures
group
networked groups homogeneous
culture
psychology
sociology
pedagogy didactics political science
group dynamics
criminology
psychiatry
medicine
ergonomics
cultu
ral d
iver
sity
networked society
number of involved humans
cultural anthropology
physiology
The Human Side of Systems Architecting3 Gerrit Muller
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TSAHSaspectsOverviewDiagram
Context and Stakeholders of Product Creation
Customer Business
Competitors
Complementors
user
user
sales
service
production
Suppliers
people
technology
Product Creation
Suppliers
internal company world
customer
The Human Side of Systems Architecting4 Gerrit Muller
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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 humanaspects.
The Human Side of Systems Architecting5 Gerrit Muller
version: 1.0October 20, 2017
Human Side: Interpersonal Skillsby Gerrit Muller Buskerud University College
e-mail: [email protected]
Abstract
We discuss in this paper a set of skills and techniques to cooperate effectivelybetween two individuals. We show the wonders of communication and then weaddress techniques such as investigation and acknowledgement, constructivefeedback, conflict management, appraisal, good practices in a conversation,searching for ideas.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
October 20, 2017status: draftversion: 0.1
verbal
message
nonverbal
message
idea to be
expressedown interpretation
of idea
emotional state
relation with the other
the objective
the situation
age, status
education
cultural background
encoding
based on
from: "Listening and communicating" by Lia Charité, www.liacharite.nl
decoding
based onemotional state
relation with the other
the objective
the situation
age, status
education
cultural background
Active listening: the art of the receiver to decode the message
verbal
message
nonverbal
message
idea to be
expressedown interpretation
of idea
emotional state
relation with the other
the objective
the situation
age, status
education
cultural background
encoding
based on
from: "Listening and communicating" by Lia Charité, www.liacharite.nl
decoding
based onemotional state
relation with the other
the objective
the situation
age, status
education
cultural background
Human Side: Interpersonal Skills7 Gerrit Muller
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CVCbilateralCommunication
Intense interaction needed for mutual understanding
person A
encoder
decoder
idea1
idea1"
- B's context
language
B's incentives
person B
encoder
decoder
idea2"
idea2
- A's context
language
A's incentives
idea2' idea1'
to calibrate:
repeat many times with different
examples, illustrations, and explanations
Human Side: Interpersonal Skills8 Gerrit Muller
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CVCcodingCalibration
Mutual understanding as function of time
time
leve
l of
mu
tual
un
der
stan
din
g
intense
interaction
intense
interaction
no interaction
Human Side: Interpersonal Skills9 Gerrit Muller
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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 Skills10 Gerrit Muller
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HSISacknowledgements
Investigate and Acknowledge
"This is too
expensive"
material $$
effort $$
investigate: What has been said and why?
acknowledge: Paraphrase what has been said and why?
i.e. use your own words
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.
Human Side: Interpersonal Skills11 Gerrit Muller
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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 Skills12 Gerrit Muller
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HSISfeedback
Conflict Management
How? define the positions: * indicate what is important for you and why * investigate and acknowledge what is
important for the other and why
When
in case of conflict
option A $$
option B elegance
Search for alternative solutions
Finish the conversation: * acknowledge the right to have a
different opinion * indicate your decision and why
IF
If you are willing and able to consider alternatives:
If you are not willing and able to consider alternatives, or no acceptable solution for
both parties can be found:
Human Side: Interpersonal Skills13 Gerrit Muller
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HSISconflictManagement
Appraisal
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.
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!
Human Side: Interpersonal Skills14 Gerrit Muller
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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 Skills15 Gerrit Muller
version: 0.1October 20, 2017HSISconversation
Searching for Ideas
When asking for a suggestion
When supplying a suggestion
When you use or build
upon ideas of others
When you need new or
more creative ideas
give a reaction
ask for a reaction
mention the source of the
ideas
remove limitations temporarily
or add limitations
Human Side: Interpersonal Skills16 Gerrit Muller
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HSISsearchingForIdeas
Human Side: Team Workby Gerrit Muller Buskerud University College
e-mail: [email protected]
Abstract
The creation of products requires many different people to cooperate. The workis often organized in teams. The team members have complimentary skills andknowledge. In many management courses the need to design teams is empha-sized. Unfortunately, often these recommendations are ignored. We re-iteratein this paper the rationale for teams and the recommendations for designing theteam itself.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
October 20, 2017status: draftversion: 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 Work18 Gerrit Muller
version: 0.2October 20, 2017HSTWthreeApes
Organization size and teams
1 2 4 8 16 32 64
room
floor
128 256
building
512
campus
Human Side: Team Work19 Gerrit Muller
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BLOATorganization
Very simplistic team model
1-person team
eff = 100%
2-person team
eff = 75%
3-person team
eff = 50%
4-person team
eff = 25%
legend
productive work
communication
Human Side: Team Work20 Gerrit Muller
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HSTWsimpleTeamModel
Hierarchical simplistic team model
2-person team
eff = 75%
3-person team
eff = 66%
4-person team
eff = 62.5%
legend
productive work
communication
9-person team
eff ~= 56%
Human Side: Team Work21 Gerrit Muller
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HSTWhierarchicalModel
Many personality and role models are available
Myers-Briggs Type Indicators
Belbin's team roles
neutral facts
feeling instinctive
negative flaws
positive benefits
creative ideas
process meta
Six thinking hats by Edward de Bono
plant creative
resource investigator enthusiatic communicator
co-ordinator mature, chairman
shaper driver, dynamic
monitor evaluator sober, analytical
team worker co-operative, averts friction
implementer disciplined, conservative, do-er
completer finisher conscientious, painstaking
specialist single-minded, rare skills
E Extraversion
S Sensing
T Thinking
J Judging
Introversion I
iNtuition N
Feeling F
Perceiving P
Human Side: Team Work22 Gerrit Muller
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HSTWroles
Process of creating and using a team
well-defined charter
What, When, Where, How, Whom
team owner
team
determines charter
with sufficient room for the
team to determine the way-of-working
output
to be respected by receivers
Human Side: Team Work23 Gerrit Muller
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HSTWcharter
“War Room” is very effective
windows
desk
desk
desk
desk
windows
desk
cabi
nets
cabi
nets
table
tables
wal
l spa
ce
wall space
Human Side: Team Work24 Gerrit Muller
version: 0.2October 20, 2017HSTWwarRoom
Concurrency and Fragmentation lower efficiency
time
or
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.
six tasks in parallel: all results are late
six tasks sequential first result in 1/6 of time!
Human Side: Team Work25 Gerrit Muller
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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 Work26 Gerrit Muller
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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 Work27 Gerrit Muller
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HSTWcriticalSuccessFactors
Function Profiles; The Sheep with Seven Legsby Gerrit Muller Buskerud University College
e-mail: [email protected]
Abstract
The profile of a system architect is quantified for a large list of system architectrelated characteristics. For comparison the function profiles of related functionsare given as well. This profile is based on personal observations and experience.
Distribution
This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.
October 20, 2017status: conceptversion: 1.0 co
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Function Profiles; The Sheep with Seven Legs29 Gerrit Muller
version: 1.0October 20, 2017
FPsystemArchitect
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Function Profiles; The Sheep with Seven Legs30 Gerrit Muller
version: 1.0October 20, 2017
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Function Profiles; The Sheep with Seven Legs31 Gerrit Muller
version: 1.0October 20, 2017
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Function Profiles; The Sheep with Seven Legs32 Gerrit Muller
version: 1.0October 20, 2017
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Function Profiles; The Sheep with Seven Legs33 Gerrit Muller
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Function Profiles; The Sheep with Seven Legs34 Gerrit Muller
version: 1.0October 20, 2017
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The numbers behind the bars
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test engineer
systems architect
developer
operational leader
line manager
commercial manager
Function Profiles; The Sheep with Seven Legs35 Gerrit Muller
version: 1.0October 20, 2017
FPtableWithValues
Exercise Psycho-Social Side
Make a (critical and honest) profile of yourself and of the operational or the linemanager, who thinks he is managing you.Select 2 characteristics which you find difficult to assess or where you expect thatother people will have a totally different perception. Discuss these 2 character-istics in the group.Present (max 1 flip) the highlights.
Exercise Psycho-Social Side36 Gerrit Muller
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MHSexercise
Characteristics
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Exercise Psycho-Social Side37 Gerrit Muller
version: 1.0October 20, 2017FPtableExercise
Human Side
From Individual to Society
individual
bilateral
heterogeneous cultures
group
networked groups homogeneous
culture
psychology
sociology
pedagogy didactics political science
group dynamics
criminology
psychiatry
medicine
ergonomics
cultu
ral d
iver
sity
networked society
number of involved humans
cultural anthropology
physiology
The Wonder of Bilateral Communication
verbal
message
nonverbal
message
idea to be
expressedown interpretation
of idea
emotional state
relation with the other
the objective
the situation
age, status
education
cultural background
encoding
based on
from: "Listening and communicating" by Lia Charité, www.liacharite.nl
decoding
based onemotional state
relation with the other
the objective
the situation
age, status
education
cultural background
Team work
deaf cannot hear
blind cannot see
mute cannot speak
but in the team two can hear, two can see, and two can speak
Impact of Size1 2 4 8 16 32 64
room
floor
128 256
building
512
campus
Summary Module Human Side38 Gerrit Muller
version: 1.0October 20, 2017
Teams
Role variations
Myers-Briggs Type Indicators
Belbin's team roles
neutral facts
feeling instinctive
negative flaws
positive benefits
creative ideas
process meta
Six thinking hats by Edward de Bono
plant creative
resource investigator enthusiatic communicator
co-ordinator mature, chairman
shaper driver, dynamic
monitor evaluator sober, analytical
team worker co-operative, averts friction
implementer disciplined, conservative, do-er
completer finisher conscientious, painstaking
specialist single-minded, rare skills
E Extraversion
S Sensing
T Thinking
J Judging
Introversion I
iNtuition N
Feeling F
Perceiving P
Design the team!
well-defined charter
What, When, Where, How, Whom
team owner
team
determines charter
with sufficient room for the
team to determine the way-of-working
output
to be respected by receivers
Design team environmentwindows
desk
desk
desk
desk
windows
desk
cabi
nets
cabi
nets
table
tables
wal
l spa
ce
wall space
Focus, avoid fragmentation
time
or
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.
six tasks in parallel: all results are late
six tasks sequential first result in 1/6 of time!
Summary Module Human Side39 Gerrit Muller
version: 1.0October 20, 2017
Function Profiles
Sheep with 7 Legs?co
mm
unic
atio
n te
amw
ork
docu
men
tatio
n m
ultit
aski
ng
flexi
ble,
ope
n au
thor
ity b
y ex
perti
se
spec
ialis
t ge
nera
list
conc
eptu
al
prag
mat
ic
cons
truct
ive
criti
cal
fast
abs
orpt
ion
of k
now
ledg
e cr
eativ
ity
man
ual s
kills
pr
oces
s in
sigh
t po
litic
al in
sigh
t im
prov
emen
t co
mpl
eten
ess
cust
omer
val
ue
sale
s fe
atur
es
com
mer
cial
insi
ght
coac
hing
se
lect
ion
appr
aisa
l m
otiv
atio
n
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Summary Module Human Side40 Gerrit Muller
version: 1.0October 20, 2017