b03 wicked problems paul culmsee
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8/3/2019 B03 Wicked Problems Paul Culmsee
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“By itself, SharePoint can neither create nor
destroy organizational chaos, but does anexcellent job of reflecting the level of organizational chaos that existed at the time
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“A problem well stated is a problem half solved”Charles Kettering (1876-1958)
o ep oymentImmutable law of SharePoint #5 by Jason Guthridge
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Wicked Problems and SharePoint
Rethinking the approach
Paul Culmsee
Partner - Seven Sigma Business Solutions
New Zealand Community SharePoint Conference – July 2009
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About Paul Culmsee – Seven Sigma Business Solutions
• www.sevensigma.com.au
– SharePoint architect, trainer and project manager
– Speaker and author• “Best Practices” SharePoint Conference speaker
• CleverWorkarounds blog ( www.cleverworkarounds.com)
• Contributing author to endusersharepoint.com andsharepointmagazine.net
– MCSE, CISSP, MCTS (MOSS 2007), MCT
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About Seven Sigma• WA owned advisory practice with strong SharePoint
competencies – Planning and sense-making – Project management and business analysis – Training –
• Seven Sigma is the only CogNexus Institute “designatedpartner” in the world – Facilitation, Dialogue Mapping, Issue Mapping, IBIS Training
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Session Agenda
• The cause and nature of wicked problems
• The “SharePoint paradox” and paths to SharePoint wickedness
• The power of Issue Mapping and IBIS based collaboration• How to leverage the best of SharePoint and Issue Mapping
(Sorry geeks, this is non technical!)
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Project Pain…• “They don’t know what they want!”
• “The requirements are too vague!”
• “If only they had listened to me”
• “Not another %$%$% meeting!”
• “I was never consulted”
• “This is ridiculous – it won’t work”• “How am I supposed to estimate that?“
• “It was in the minutes – did you read it?”
• “Well if everyone actually followed the
process…”
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Divergence and convergenceUncertainty
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Problem
Uncertainty
SolutionTime
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Four divergent forcesUncertainty
Pace of
change
Problem
wickedness
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Problem
Uncertainty
Technical
complexity
Social
complexity
Time
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Wicked Problems• The problem is not understood until after formulation of
a solution
Cognexus Institute www.cognexus.org
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Wicked Problem Properties
• Wicked problems have no stopping rule
• You cannot prove that all solutions have been
• The problem is not understood until after formulation
of a solution
cons ere
• Solutions differ based on interests, values andideology of participants
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Wicked Problem Properties• A wicked problem can be explained in numerous ways
(serving the intentions of who is explaining it)• It can be hard to go back – “one shot operation”
• Every wicked problem can be considered to be a
symptom of another problem• There is no ultimate test of a solution to a wicked
problem
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Inappropriate methods..?“It’s a process problem”
– Process can amplify divergence
“Let’s reduce the scope” – Goalposts have moved in the
meantime.
–
scope statement Authoritative and Competitive
approach – Win-lose outcome
– Where is the commitment?Collaborative Strategies
– You mean SharePoint?
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The SharePoint Paradox• To deal with wicked problems we
have to collaborate• SharePoint is a collaboration tool
• We use a collaborative tool to
• Therefore, why do many SharePoint projects have
wicked elements to them?
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Strategic SharePoint pitfalls
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Strategic SharePoint pitfalls1. Boiling the ocean
“Too much too soon” is a magnet for wickedness
The organisation has to be ready to come too
2. Jumping to to the “how” before the “what”
SharePoint should not be a “tool looking for a problem”
Use the “squirm test”
3. Painting with the same brush
Gen Y think everyone wants web 2.0
Engineers think everyone wants wikis Record managers hate wikis and think *everything* should be classified
Marketing think that people will use it if it sparkles
Some will never break the folder habit
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Strategic SharePoint Pitfalls4. Ignoring inherent conflicts within
application requirements
Records management ‘vs’Collaborative Documentmanagement
“Intranet site must look like theinternet site”
5. Not accounting for “soft” factors
Organisational culture
Individual learning styles and
behavioural styles Vertical Market/Sector
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www.sharepointjoel.com
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Signs of SharePoint wickedness...
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Signs of SharePoint wickedness...• “Budget? There was a budget?”
• Users complain that G drive was better• SharePoint is no longer mentioned by name
• “Governance” is mentioned in every second sentence
• Arguments over accountabilities and ownership• Excessive rework of custom development
• SharePoint mushrooms (site sprawl)
• A service pack installation is a “War and Peace” effort
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One “best practice” to rule them all
Ensure a shared understanding of the problem
among all participants“The ‘Holy Grail’ of effective collaboration is creating shared understanding,
which is a precursor to shared commitment” – Jeff Conklin
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IBIS and Issue MappingIssue Based Information System
– Complex group discussion broken into basic artefacts
• questions, ideas, pros, cons
Issue Mapping is crafting an IBIS based map of discussion
– It makes critical thinking visible.
– Shows the deep structure of an issue
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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Issue Mapping
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ISSUE MAPPING IN ACTION
We are demonstrating the power of issue mapping over conventional
techniques to manage the complex dialogue required to manage
problems with wicked elements.
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Will this solve a wicked problem?
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Benefits of Issue MappingSimple, intuitive, adds clarity to discussion
Limited short term memory means exploration of a complex
problem unaided is confusing and error prone All participants have an organised point of reference
We have captured decision rationale and organisational memory!
emocra c - c now e ges a con r u ons
Disarms “truth by repetition”
Disarms “grenade lobbing” (topic shift)
Takes the interpersonal “sting” out of supporting or objectingto an idea
Faster - allows a group to develop shared understanding withmuch less pain
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Issue Mapping with other best practices
Maintain your other standards or frameworks
IM emphasis at the problem/requirements definition phase
Easy for participants – no new “dance moves” to learn Compliments any methodology or practice (PMBOK, Scrum)
Uncertainty
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Problem
Uncertainty
SolutionTime
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The Craft of Issue MappingIssue maps can be sketched on
paper, but usually crafted usingsoftware
– Compendium (free)
– bCisive (commercial)
Issue Mapping is a craft based skill – you need some training andpractice!
Don’t fall for the panacea effect!
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Leverage IM and SharePointUse Issue Mapping to understand the problem
– Fast-track attaining group understanding
– Capture decision rationale for the future
Use SharePoint to manage and track the solution
– Documents and reports still need writing
– Data needs to be managed, maintained and distributed
– Issue maps need to be stored, classified and indexed!
Holy Grail - Present issue maps within SharePoint
sites – SharePoint project sites containing the latest *thinking* via an
integrated issue map
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Summing Up• Wicked factors are very common in IT projects
– SharePoint is especially vulnerable
• Achieving shared understanding among participants is
*paramount*
– Later best practices can be undone by failure to achieve this goal
• IBIS and Issue Mapping are a key complimentary tool
– Designed *specifically* to tackle social complexity and wicked problems
• When used to their strengths, Issue Mapping and SharePoint can be
a very potent combination
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More Information• Seven Sigma Business Solutions (www.sevensigma.com.au)
– [email protected] (0410 533 585) twitter: paulculmsee
– Issue Mapping and SharePoint specialists, IBIS training and facilitation
– CogNexus Institute “Designated Partner”
– Free Debategraph web part
– SharePoint Development and Integration Services
– SharePoint Support Services
• CleverWorkarounds Blog (www.cleverworkarounds.com)
– SharePoint Project Management
– SharePoint Strategy
– SharePoint Governance
– “The one best practice to rule them all” - 5 part series
– “Why do SharePoint projects fail” - 6 part series
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