2009 summit event master keynote bellman
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Please WelcomeBeryl Bellman
FEAC
Program Management for EA
Center for the Advancement of the
Enterprise Architecture Profession
2009 Summit
Beryl Bellman, PhDFEAC Academic Program
Director
Page 2
What we will Cover• Managing the Unmanageable in organizations• Program management in the context of EA – as both topic
and resource• Risk management as an exemplar • Dealing with Organizational Culture as a risk factor• Modeling culture and organizational behavior• Culture as Business Rules – OV6A• Cultural Perspectives and Developing a Communication
Plan• Architecting for Decision Support – a case study of a golf
course• Finding our way
Page 4
The Need for Enterprise Architecture
The effective organization is “garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering and grouchy" Karl Weick
On Re-Punctuating the Problemin New Perspectives on Organizational Effectiveness; Jossey Bass 1977
Making Sense of Organizations This is because organizations
organically emerge out of the communication patterns that develop in the course of doing business and in response to the host of environmental variables in dynamically changing business landscapes.
Enterprises are instances of complex adaptive systems having many interacting subcomponents whose interactions yield complex behaviors
Enterprise Architecture is a way of understanding and managing such complexity
Dealing with Organizational Messes rather than Problems
• In a real sense, problems do not exist. They are distractions from real situations. The real situations from which they are abstracted are messes.
• A mess is a system of interrelated problems. We should be concerned with messes, not problems.
• The solution to a mess is not equal to the sum of the solution to its parts. The solution to its parts should be derived from the solution of the whole; not vice versa.
• Science has provided powerful methods, techniques and tools for solving problems, but it has provided little that can help in solving messes. The lack of mess-solving capability is the most important challenge facing us.”– Russ Ackoff, University of Pennsylvania
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Program and Project Management
• Program management involves the hierarchy within enterprises providing oversight to various projects
• Project management is the planning, organizing, directing, and controlling of organizational resources for relatively short-term objectives
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PMI BOK Nine Knowledge Areas• Project integration management
– The processes to ensure elements of the project are coordinated, including tradeoffs between competing objectives and alternatives to meet stakeholder needs
• Scope Management – Ensures only the work necessary to
successfully complete the project is done
• Time management– Processes required to complete the
project in a timely manner
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Nine Knowledge Areas
• Cost management– The processes required to
complete project within the approved budget
• Quality Management – Processes required to ensure
customer satisfaction with the product of the project
• Human Resource Management– Processes required to effectively
use people assigned to project
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Nine Knowledge Areas• Communications Management
– Processes required to collect, distribute, store and dispose of project information
• Risk Management – Processes required to identify,
analyze and respond to risk events in the project
• Procurement Management– Processes required to acquire goods
and services for the project
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Risk Assessment and Mitigation• Identify risks to program and
project• Determine impact each risk
realization could have on project• Determine likelihood of risk
occurrence• Weigh risk against others
affecting project according to qualitative rankings (high, medium or low) and quantitative measures
• Develop risk mitigation strategies
Risk Description& Data Input
RiskIdentification &Quantification
RiskConsequence
Estim ation
RiskLikelihoodEstim ation
RiskProfileMatrix
Is the RiskAcceptable
Operate w iththe Risk
No
Yes
Avoidance,Mitigation or
Transfer
Culture and Risk Culture is the leading risk factor for
compromising integrity and compliance in companies today.
Risk Assessment The process by which the results of a
risk analysis (i.e., risk estimates) are used to make decisions, either through relative ranking of risk reduction strategies or through comparison with risk targets
Risk Management The planning, organizing, leading and
controlling of an organization’s assets and activities to minimize adverse effects
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Vision
Operations
Strategy
Mission
As is To beGoals
Enterprise Architecture
SegmentsCultureLeadership
peopleActions
products processes people IT
Enterprise Architecture as a management instrument
“Next to its architecture, which could be viewed as the “hard part of the company,” the soft part, its culture is formed by its people and leadership and is of equal if not higher importance in achieving these goals” Enterprise Architecture at Work by Marcc Lankhorst et al. P 9
. Page 18
The Culture – EA Connection
• Virtually all experienced enterprise architects recognize the significance of culture.
• They most often attribute to it negative experiences such as encounters with not-invented-here attitudes; turf battles between and among functional stovepiped organizations to seeing EA initiatives challenged as unwelcome intrusions by management to put another bureaucratic obstacle in the way of those who do the real work.
• Culture from this view is seen as an impediment and something that has to be managed, dealt with and changed.
• As intercultural business communication theorist Geert Hofstede observed, “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."
Page 19
Modeling Culture into EA
In this discussion we consider how architects might develop cultural models that integrate into enterprise architecture allowing queries to determine impacts on some proposed or actual technological or business process change.
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Culture as represented in an Object Oriented Model
• OO modeling is the underlying structure for many EA tools and methods
• Objects are structures holding data and procedures
• It provides for both a set of meta models and their instantiation in diagrams relating to different architectural products or artifacts.
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The Modernist View of Culture
• Culture… taken in its widest ethnographic sense, is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society. The condition of culture among the various societies of mankind, in so far as it is capable of being investigated on general principles, is a subject apt for the study of laws of human thought and action. (Tyler, 1871)
• Culture is the deposit of knowledge, experiences, beliefs, values, attitudes, meanings, hierarchies, religion, timing, roles, spatial relations, concepts of the universe (world view), and material objects and possessions acquired by a group of people in the course of generations through individual and group striving (Gudykunst and Kim, 2002).
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Contrasting Views of Culture
• Culture as a Thing - culture as a container - something that people exhibit
• Culture as a Process - a managed accomplishment - something that people do
Page 23
Culture as a Communication System
“Culture is a theory of practice” (Pierre
Bordeaux)“Culture is software
for the mind”(Geert Hofstead)
Page 24
An example of an Intercultural Misunderstanding
• B: So, how’s your math?• I: ((silence))• B: Not so good huh?• I: No
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Organizational Culture
• According to the anthropologist Mary Douglas, culture is not a static ‘thing’ but something which everyone is constantly creating, affirming and expressing.
• Organization culture is the emergent result of the continuing negotiations about values, meanings and proprieties between the members of that organization and with its environment.
The Underlying Basis of Culture
• Culture is learned from experience and the interpretation of experience.
• Culture is like the operating system of a computer, a pattern of basic assumptions that governs behavior.
• Culture operates at different levels of awareness; values, beliefs, attitudes and behavior.
• Changing culture cannot be separated from the success of the associated organizational changes.
(from Edgar M. Johnson - IDA)
Parallels between Language and Social Cognition (Ray Jackendoff – Language,
Consciousness, Culture)
• Unlimited number of understandable sentences
• Requires combinational rule system in mind of language user
• Rule system not available to consciousness
• Rule system acquired with only imperfect evidence in environment – virtually no teaching
• Learning requires inner unlearned resources, perhaps partly specific to language
• Inner resources determined by genome interacting with process of biological development
• Unlimited number of understandable social situations
• Requires combinational rule system in mind of social participant
• Rule system only partly available to consciousness
• Rule system must be acquired with only imperfect evidence, only partially taught
• Learning requires inner unlearned resources, perhaps partly specific to social cognition
• Inner resources determined by genome interacting with process of biological development
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Structures• Surface Structure - the array
of lived experience• Deep Structure - a finite set
of underlying principles or components that generate the infinite variety of surface structure possibilities
Cultural Levels
• Artifacts include the visible products of the group as the architecture of its physical environment
• Espoused Values – “focus on what people say is the reason for their behavior, what they ideally would like those reasons to be and what are often their rationalizations for their behavior” – • These include stated mission
and vision statements, strategies, values, goals etc that are conscious guides
• Basic assumptions are theories of practice in use that actually guide behavior and inform group members about how to perceive, think about and feel about things.• The underlying reasons for
behavior remain concealed and unconscious
ArtifactsVisible organizational structures and processes
(the technical components of EA)
Espoused ValuesThe organization’s strategies, goals and philosophies
(the strategic components of EA)
Tacit AssumptionsUnconscious taken-for-granted beliefs, perceptions, thoughts and feelings –
“the way we do things around here”
Three Levels of Culture – Adapted from Edgar ScheinPage 31
Finding and Modeling Assumptions
• Unless one digs down to the level of basic assumptions one cannot decipher artifacts, norms and values
• Assumptions are interlocking and systemic
• Locate by exploring with informants anomalies observed between visible artifacts and espoused beliefs and values
Mechanisms and Constraints
• Enterprise culture is the accumulated learning that becomes taken for granted and drops from awareness
• The learning concerns both how the organization deals with external environments and how it manages its internal integration
• Culture changes are inevitably a source of anxiety because they upset the ability of members to predict what is ahead
• The underlying assumptions that comprise enterprise culture and contribute to its success can as business and technological landscapes change become an impediment to survival
Rugged IndividualismEntrepreneurial spirit
InnovationWork is fun
Family paternalismJob security
Truth through conflictPush backGet buy-in
Personal responsibilityHe who proposes does
Do the right thing
DEC’s Cultural Paradigm - Internal
Page 34
Moral commitment to customers
Solving the customer’s problem
Engineering arroganceWe know what is best
Central controlBudget approval at
Operations Committee
The market as arbiterLet the market decide
Organizational idealismResponsible people of goodwill
can solve the problem
DEC’s Cultural Paradigm – External – Surviving in a dynamic environment
Page 35
Engineering versus Sales• DEC grounded in MIT academic
culture• A basic assumption of engineering
culture that ‘good work speaks for itself,” and an engineer ‘ should not have to sell himself.’ Public relations and image building are forms of ‘lying’ and are to be avoided
• Idealism of engineering and dominance over sales and the lack of “the money gene” in the cultural DNA countered DEC’s ability to adapt to growth and changes in the business and technological landscapes
• The positive innovative culture that could at the same time grind out “fabulous new products” and develop such strong internal animosities that groups would accuse one another of lying, cheating and misuse of resources.
Cultural Object Relations Expressed as Business Rules
• A business rule is guidance that there is an obligation concerning conduct, action, practice, or procedure within a particular activity or sphere (from the BRG)
• In DoDAF (MoDAF) Operational Rules Model (OV-6a) specifies operational or business rules that are constraints on the way that business is done in the enterprise.• At lower levels, OV-6a describes
the rules under which the architecture or its nodes behave under specified conditions.
• Such rules can be expressed in a textual form, for example, “If (these conditions) exist, and (this event) occurs, then (perform these actions).”
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Locating and Discovering Business Rules
• Some are located in policy and other organizational policy and business process documentation
• While many rules are expressed as formal rules of the business, there are many that are hidden from view and to be uncovered.
• Both types both constrain activity and provide schema for culturally appropriate organizational behavior.
Page 38
Business Rules as Schema with Story Grammars
• This also is relevant to the work of psychologist David Rumelhart on parallel distributed processing as microstructures of cognition (he won a McArthur award for this).
• He developed the concept of “story grammars” as cognitive microstructures that constitute formal grammars to capture the structure of stories.
• A formal grammar is an abstract structure composed of a set of (rewrite) sequencing rules that comprise schema.
• A schema is an abstract representation of a generic concept for an object, event, or situation. He showed schema consist of a network of interrelationships among the major constituents of the situation represented by the schema.
• In this way we can consider a business rule as an instance of this concept, which as I argued can be formally modeled.
Page 39
Business Rules as Transformational Grammars
• This relation of business rule to cultural schema is consistent with linguistic theories of generative grammars and transformational linguistics.
• This approach, first proposed by Chomsky asserts there are transformational operations that are defined for any linguistic string (sentence) that modify (transform) it from, for instance, such as being an assertion to a question to a request.
• These are also called “rewrite rules.” Anthropologists adapted this idea to develop “rewrite” rules for various cultural concepts or terminological systems such as kinship (c.f. the cognitive anthropological work of Kimball Romney
• In this way we can consider a business rule as an instance of this concept, which as I argued can be formally modeled.
Page 40
If presented with bill
Then evaluate contextual status relative to others present
Then leave table until bill is paid
lower
evaluate
Then pay bill
highest
DEC Conflict Avoidance as Business Rule used Restaurants
Page 41
Stay at table
Recognized lower than others at table
The Digital Localized Business Rule for Paying Checks
• This business rule corresponds to the assumption system structural schema
• Schein described for internal integration in the interaction between the two cultural assumptions of family paternalism and truth through conflict.
• On the one hand there is the strong integrative function expressed in the assumption about the DEC family and on the other hand of the “truth through conflict” when decisions are made.
• In this case the there is a “pushing back” and “buying in” rather than openly negotiating status in the presence of non-family members.
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From Hurlbut Managing Domain Architecture Evolution Through Adaptive Use Case and Business Rule ModelPage 43
From Saurabh Mittal, Amit Mitra, Amar Gupta, Bernard P. Zeigler -Strengthening OV-6a Semantics with Rule-Based Meta-models inDEVS/DoDAF based Life-cycle Architectures Development
Business Rules in the EA Context
Page 44
Enterprise Culture A Three Perspective View of Culture (Joanne
Martin) Integration – culture as shared by all members
in organization wide consensus Where there is lack of consensus remedial
actions are taken or suggestions that those who do not agree leave the organization
Differentiation – sub-cultural perspective – focus on inconsistent interpretations based on sub-culture and stakeholder perspectives.
A loose coupling between representations of the culture as expressed to outsiders versus insiders
Fragmentation – focus on ways in which organizational cultures are inconsistent, ambiguous, multiplicitous and in a state of flux –
Fragmentation focuses on multiplicities of interpretation that do not coalesce into a collectivity wide consensus of an integration view nor create sub cultural consensus of the differentiation perspective
Cultures, sub cultures and contra cultures
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Integrationist view Differentiation view
Fragmented view
This perspective includes irreconcilable tensions between opposites including ironies, paradoxes or contradictions within organizations
Page 47
Fuselage Versus Wing Cultures
Intercultural Conflict on the C17 Page 48
The Emergence of Enterprise Culture An enterprise arises from local interaction of
often independent units that exist within a common environment
Each unit or entity interacts with its immediate environment according to a set of low order rules
The combined effects of these lower order interactions within an environment gives rise to higher order organizational phenomenon or organizational culture
Culture emerges from localized interactions As culture is grounded at the local level,
culture is highly resistant to change Changing culture entails re-specifying local
level rules rather than simply imposing change from the top
EA necessitates an enterprise-wide ethnography taking into account multiple perspectives
Creating an enterprise architecture proffers a mechanism to initiate positive change
Contrasting Perspectives
• Picking up the poker – Wittgenstein versus Popper• Does philosophy center on the resolution of puzzles posed by language
or are there genuine problems to be resolved? • When we speak of solutions – do they pertain to puzzles or problems?
Page 50
Dave Edmonds & John Eidinow
Contrasting Perspectives
• “All art — symphonies, architecture, novels — it’s all puzzles. The fitting together of notes, the fitting together of words have by their very nature a puzzle aspect. It’s the creation of form out of chaos. And I believe in form.” (Stephen Sondheim )
“One of the things I’m passionate about ... is having an Enterprise Architecture and making sure that everything we do fits the puzzle."
Bob Napier, HP EVP & CIO
Page 52
Puzzles and Enterprise Architecture
Resolving Puzzles
• Modeling human communications from each of the three DoDAF perspectives and/or FEAF levels, and during all phases of the TOGAF ADM
• Accounting for human communications from the top Zachman rows
• Linking to infrastructures used to support them at every layer of relevant depth
• Resolving conflicts as putting together pieces of a complex puzzle
Where to begin?
Start anywhere – “go where the money is” (Willie Sutton)
Understand human communications as business processes that incorporate the cultural, social and political/policy dimensions of organizations
Analyze where the technical infrastructure supports, constrains and contradicts
Build models FOR not OF – “in order to… rather than “because”
Enterprise Modeling
Involves assessment of aspects of the enterprise to understand, restructure and design enterprise operations
Reference architectures are intellectual paradigms that facilitate analysis and accurate discussion and specification of a given area of discourse.
They provide a way of viewing, conceiving and talking about an issue
Best Practices and Unique Practices
Best practices are useful in developing hypotheses about causation but should not be taken as necessary truth
Correlation does not necessarily equal causation
Page 56
If we observe that all birds and butterflies have wings it doesn’t necessary follow that they will enable human’s to fly
Page 57
Ethnography and EA
“The breakthroughs that led from categorization to an understanding of fundamental causality generally come not from crunching ever more data but from highly detailed field research, when researchers crawl inside companies to observe carefully the causal processes at work (Christensen and Raynor) .”
Page 58
Growing Societies from the Bottom Up
• We have discussed how agent modeling can be described as sets of cultural “business rules.”
• These sets comprise different types of strategic interaction games, as exemplified in the classic example of the prisoner’s dilemma.
• However in game theory focus has been on one game at a time. Using evolving automata cognitive behavior is modeled across multiple games.
• This points to a games-theoretic model of culture as simultaneously playing out a series of games as constituting ensembles that impacts the strategy for any particular game.
• By locating the underlying business rule schema that underlie social contextualized behaviors we can in a sense run computational models that allow the traceability we suggested earlier between business process proposals and cultural assumptions that are entailed.
Page 59
New Capability Enterprise Architecture for Eagle Eye
Golf ClubFEAC Certification Program
Winter 09
By Team ACIS
Products• Overview and Summary (AV-1) - Excerpt
• High Level Operational Graphic (OV-1)
• Operational Activity Model – Activity Tree Node (OV-5)
• Operational Node Connectivity (OV-2)
• Organizational Relationships Chart (OV-4)
• Operational Information Exchange (OV-3) - Excerpt
• Operational Activity Model – Context Diagram (OV-5)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 61
Operational Activity Mode – Activity Decomposition Models (OV-5)
Operational Event Trace Description (OV-6c)
Systems Interface Description (SV-1)
Systems Communications Description (SV-2)
Operational Activities to Systems Traceability Matrix (SV-5b)
Technical Standards Profile (TV-1)
Integrated Dictionary (AV-2) - Excerpt
Conclusion
Overview and Summary (AV-1)Excerpt
• The Professional Golf Association (PGA) has offered Mr. Chipitin, owner/operator of Eagle Eye Golf Course, an opportunity to host a celebrity charity golf event in April 2012.
• Purpose: To create a To-Be enterprise architecture that provides information on the activities, organizations, and systems necessary to support a new capability (e.g. host a celebrity charity golf event). – In doing so, the architecture also identifies new as well as existing primitives (e.g.
op nodes, system nodes, etc.) that remain functional as they are today or that may need to be modified in support of the To-Be scenario.
– This enterprise architecture is the first in a series of tasks that need to be performed as part of the overall decision making process for accepting or rejecting the PGA’s proposal to host the celebrity charity golf event at EEGC in April of 2012.
• Viewpoint: Owner/Operator EEGC
• Timeframes: To-Be– Timeframe for making decision to host or not is 6 months – Timeframe for event is April 2012
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 62
High Level Operational Graphic (OV-1)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS63
Operational Activity Model (OV-5)Activity Tree Node
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS64
Operational Node Connectivity (OV-2)Excerpt - EEGC Central
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS
65
Operational Node Connectivity (OV-2)Excerpt - Course and Landscape Management
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS66
Operational Node Connectivity (OV-2)Excerpt - Marketing & Media Relations
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS
67
Organizational Relationships Chart (OV-4)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 68
Operational Information Exchange (OV-3) - Excerpt
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS69
Operational Activity Model (OV-5)Context Diagram
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS70
Operational Activity Model (OV-5)Activity Decomposition Model (A0)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS71
Operational Activity Model (OV-5)Activity Decomposition Model (A1)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS72
Operational Activity Model (OV-5)Activity Decomposition Model (A2)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS
73
Operational Activity Model (OV-5)Activity Decomposition Model (A3)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 74
Operational Activity Model (OV-5)Activity Decomposition Model (A4)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS75
Operational Event Trace Description (OV-6c)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS76
Systems Interface Description (SV-1)Excerpt - EEGC Clubhouse
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS77
Systems Interface Description (SV-1)Excerpt - Superintendent Station
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS78
Systems Interface Description (SV-1)Excerpt - Public Information & Media Relations Village
March 16, 2009New Capability Enterprise Architecture for EEGC by Team
ACIS
79
Systems Communications Description (SV-2)Excerpt - EEGC Central (1 of 2)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS80
Systems Communications Description (SV-2)Excerpt - EEGC Central (2 of 2)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS81
Systems Communications Description (SV-2)Excerpt - Superintendent Station
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS82
Systems Communications Description (SV-2)Excerpt - Public Information & Media Relations Village
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS83
Operational Activities to Systems Traceability Matrix (SV-5b)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 84
Technical Standards Profile (TV-1)
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS
85
Integrated Dictionary (AV-2) Excerpt
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 86
Integrated Dictionary (AV-2) – cont’dExcerpt
March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS 87
Finding a Way There is a true story that organizational theorist Karl Weick told
showing the importance of frameworks or roadmaps to organizations. He describes how …
” A group of mountain climbers was in the process of ascending one of the most daunting peaks in the Alps when they were engulfed by a sudden snow squall. All were experienced climbers and each had their own idea of the direction they should go in to get back to the base camp. They wander around for some time, arguing about which way to go, while their circumstances became more dire and threatening with each moment of indecision. Finally, one of the climbers dug around in their backpack and found a map. Everyone huddled around the map, studied it, and quickly determined their direction. Several hours later, they arrived safely at the camp. While they were warming themselves around the fire, regaling each other with the story of their near misadventure, one of the climbers picked up the map they had used to descend the Alps. On looking at it more carefully, they realized it was actually a map of the Pyrenees!”
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