devops workshop (section 5)...the third way steve spears - high velocity edge capability 1: seeing...

Devops Workshop (Section 5)

John Willis @botchagalupe

Section 5 - The Third Way - Culture of Continual Experimentation and Learning

Learning Organizations

The Third Way

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Toyota is not a story about techniques. It’s an organization defined primarily by the unique behavior routines it continually

teaches to all it’s members.

Mike Rother (Page 262-263)

The Third Way

▪ Toyota Kata

▪ Improvement ▪ Coaching

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Source: Mike Rother - Toyota Kata

The Third Way

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“Learning is not compulsory... neither is survival.” — Dr. W. Edward Deming

“Culture eats strategy for breakfast.” — Peter Drucker

“I don’t fear the man who has practiced 10,000 kicks. I fear the man who practiced one kick 10,000 times.” — Bruce Lee

▪ The Quote Wall

The Third Way ▪ Steve Spears - High Velocity Edge

▪ Capability 1: Seeing problems as they occur ▪ Complex work is managed so that problems in design are revealed ▪ They see problems as they occur, through relentless testing of assumptions

▪ Capability 2: Swarming and solving problems as they are seen to build new knowledge

▪ Problems that are seen are solved so that new knowledge is built quickly ▪ Improvement of daily work is prioritized above daily work

▪ Capability 3: Spreading new knowledge throughout the organization ▪ The new discovery of local knowledge and improvements are turned into

global improvements, shared throughout the organization ▪ Learning is fed back to prevent future failures

▪ Capability 4: Leading by developing ▪ The job of leaders is not the command and control, but to create other

capable leaders who can perpetuate this system of work

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The Third Way

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"I intend to make Alcoa the safest company in

America. I intend to go for zero injuries."

Paul O’Neill (1987)

The Third Way - Continuous Learning

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“You are either building a learning organization… or you will be losing to someone who is”

- Andrew Shafer

▪ The Third Way - Full Cycle

▪ Learning Organizations ▪ Communication ▪ Blameless Culture

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▪ Dr Deming

▪ Deming’s 14 Points

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▪ Point #1 - Create Constancy of Purpose

▪ Dr Deming called this the “AIM” ▪ Dr Goldratt called it the “Goal” ▪ Simon Sinek calls it the “Why” ▪ Mike Rother calls it “True North”

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“A learning organization is a place where people are continually discovering how they create their reality.”

- Peter Senge

▪ Five Disciplines that must be adopted in order to become a learning organization

▪ Systems Thinking ▪ Personal Mastery ▪ Mental Models ▪ Shared Vision ▪ Team Learning

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▪ Learning Organizations (Building Blocks)

▪ Psychological Safety ▪ Appreciation of Differences ▪ Openness to New Ideas ▪ Time for Reflection ▪ Systematic Knowledge Sharing ▪ Education and Experimentation ▪ Reinforced Learning

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▪ Ladder of Inference - Chris Argyris

▪ Action ▪ Beliefs ▪ Conclusions ▪ Assumptions ▪ Meanings ▪ Select ▪ Observe

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▪ Netflix Culture

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Source: http://www.slideshare.net/reed2001/culture-1798664/18-Seven_Aspects_of_our_Culture

http://www.slideshare.net/reed2001/culture-1798664/18-Seven_Aspects_of_our_Culture

▪ Netflix company values…

▪ The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go

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▪ Netflix nine behaviors…

▪ Judgement ▪ Communication ▪ Impact ▪ Curiosity ▪ Innovation ▪ Courage ▪ Passion ▪ Honesty ▪ Selflessness

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▪ Netflix freedom and responsibility…

▪ Self motivating ▪ Self aware ▪ Self disciplined ▪ Self improving ▪ Acts like a leader ▪ Doesn’t wait to be told what to do ▪ Picks up the trash lying on the floor

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▪ Netflix context vs control…

▪ Top-down decision-making ▪ Management approval ▪ Committees ▪ Planning and process valued more than results

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“People fail to get along because they fear each other; they fear each other because they don't know each other; they don't know each other because they have not communicated with each other.”

― Martin Luther King Jr.



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▪ Communication Feedback

▪ Communication feedback is a system ▪ How to give negative/critical feedback ▪ Importance of positive feedback ▪ People are motivated more by progress than

accomplishments ▪ Creating a cadence for feedback builds trust & safety ▪ Ad-hoc feedback doesn’t work with out a regularly

understood process3



▪ Feedback should be goal related. ▪ Goals should be for learning, improvement and

trust. ▪ Feedback should not be personal, it should be

about behavior and be actionable.

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▪ A Gallup study found employees who receive negative feedback from their managers are 20x more likely to be engaged at work than their co-workers who are receiving little to no feedback.

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▪ Communication Feedback (anti-patterns)

▪ I’m right, you’re wrong ▪ Assigning blame ▪ Sarcasm ▪ Sugarcoating ▪ Beating around the bush ▪ Passive-aggression ▪ One-way conversations

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▪ Communication Feedback (patterns)

▪ Honesty ▪ Being straightforward ▪ Timely

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▪ Communication Feedback (Receiving Feedback)

▪ Good listening ▪ Ask questions to understand ▪ Always reply with thank you

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▪ Communication Feedback (Avoid)

▪ Email ▪ Phone ▪ Chat ▪ Social media

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▪ Communication Feedback (The Magical Phrase)

▪ “I’m giving you these comments because I have very high expectations, and I know that you can reach them.”

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▪ Dan North Three Types of Feedback

▪ Porpoise Feedback ▪ Sandwich Feedback ▪ Atkins Feedback

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▪ Porpoise Feedback (Used in Low Trust)

▪ Only provide positive feedback ▪ Assume everything else will self correct ▪ Everything else will self correct

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▪ Sandwich Feedback (Used in Medium Trust)

▪ Offer positive feedback ▪ Give constructive feedback (critical/safe) ▪ Offer general positive summary

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▪ Atkins Feedback (Used in High Trust)

▪ Offer positive feedback ▪ Give constructive feedback (critical/safe) ▪ Offer general positive summary

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▪ Rebecca Miller-Webster - Frameworks for Feedback

▪ Mirror, Validate, Empathy ▪ Start, Stop, Continue ▪ Power Dynamics ▪ Microagressions ▪ Non Violent Communication

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▪ Mirror, Validate, Empathy

▪ Mirror ▪ Repeat and confirm what was said

▪ Validate ▪ Validate what makes sense or not

▪ Empathy ▪ The receiver tries to assume what the sender is

feeling (verbally)

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▪ Empathy is a skill

▪ Not really taught ▪ We can get better at it ▪ Listen and summarize ▪ Recognize and point out your own emotions ▪ Shut off your inner narrator (day dreaming)

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▪ SSC

▪ Start ▪ What should I start doing

▪ Stop ▪ What should I stop doing

▪ Continue ▪ What should I continue doing

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▪ Power Dynamics

▪ Power dynamics exist whether we acknowledge them or not

▪ Power can be formal or informal ▪ Words from a person of power have exponential

impact ▪ Consider the power dynamics when giving

feedback

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▪ Microagressions

▪ A subtle but offensive comment or action directed at a minority or other non dominant group that is often unintentional or unconsciously reinforces a stereotype

▪ Tone policing ▪ Othering (not one of us)

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▪ Non Violent Communication

▪ Facts: ▪ What happened without commentary

▪ Feelings: ▪ Emotion it made you feel

▪ Needs: ▪ Human need that wasn’t met

▪ Requests: ▪ What you would like the person to do in the future

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“Underneath every simple, obvious story about ‘human error,’ there is a deeper, more complex story about the organization.”

― Sidney Dekker, The Field Guide to Understanding 'Human Error'

▪ Views on Human Error

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▪ The old view of human error (First Story)

▪ Human error is a cause of accidents ▪ To explain failure, you must seek failure ▪ You must find people’s: inaccurate assessments,

wrong decisions, bad judgments

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▪ The new view of human error (Second Story)

▪ Human error is a symptom of trouble deeper inside a system

▪ To explain failure, do not try to find where people went wrong

▪ Instead, find how people’s assessments and actions made sense at the time, given the circumstances that surrounded them

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▪ Bad Apple Theory - Throw away the bad apples

▪ Complex systems are basically safe, they need to be protected from unreliable people (bad apples)

▪ Human errors cause accidents: humans are the dominant contributor to more than two thirds of mishaps

▪ Errors occur because of human loss of situation awareness, complacency, negligence

▪ Errors are introduced to the system only through the inherent unreliability of people.

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▪ Taylorism is the root of all evil… four principles

▪ Create efficiency models based on scientific method by studying work and specific tasks. Replace human instinct, behavior and rule of thumb.

▪ Match workers based on work at maximum efficiency. ▪ Control efficiency by monitoring and supervision. ▪ Managers plan and workers work.

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▪ Murphy’s Law is Wrong - Dekker - The Field Guide to Human Error

▪ What can go wrong usually goes right, but then we draw the wrong conclusion.

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▪ Just Culture

▪ A culture of trust, learning and accountability. It is important to have when something goes wrong in your organization.

▪ Just Culture means that you’re making effort to balance safety and accountability.

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▪ Just Culture - A retributive just culture asks:

▪ Which rule is broken? ▪ Who did it? ▪ How bad was the breach, and what should the

consequences be? ▪ Who gets to decide this?

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▪ Just Culture - A restorative just culture asks:

▪ Who is hurt? ▪ What do they need? ▪ Whose obligation is it to meet that need? ▪ How do you involve the community in this

conversation?

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▪ Just Culture - A restorative just culture - shades of culpability

▪ Investigating mistakes that focuses on failure’s mechanisms and decision-making processes.

▪ Allow individuals to give detailed accounts without fear of punishment or retribution.

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▪ Blameless Culture

▪ A blameless culture believes that systems are NOT inherently safe and humans do the best they can to keep them running.

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▪ The Human Side of Postmortems

▪ Your organization must continually affirm that individuals are NEVER the ‘root cause’ of outages.

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▪ The Human Side of Postmortems (bad)

▪ Regret ▪ an acknowledgement of the impact of the

outage and an apology. ▪ Reason

▪ a linear outage timeline, from initial incident detection to resolution, including the so-called “root causes.”

▪ Remedy ▪ a list of remediation items to ensure that

this particular outage won’t repeat3


▪ Awesome Postmortems - Mindweather LLC

▪ in complex systems, there is no root cause, except…

▪ there are (multiple) conditions, some of which are unknowable, unfixable, outside our control

▪ people did what made sense at the time, given the information they had (no counterfactuals)

▪ failure and success are both normal in complex systems

▪ getting the full account* of what happened is more important than blame/punishment

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▪ Postmortem Checklist - Victor Ops

▪ Document your timeline or log data ▪ Document conversations ▪ Leave room for notes ▪ Mean Time to Resolution / other time calculations ▪ Level of severity ▪ Archive it for historical retrieval ▪ Remediation - make it actionable

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▪ Hindsight bias: ▪ knew-it-all-along, to see the event as having

been predictable, counterfactuals ▪ Outcome bias:

▪ evaluating the quality of a decision when the outcome of that decision is already known

▪ Availability bias: ▪ preference by decision makers to information

and events that are more recent ▪ Fundamental attribution error:

▪ explain behavior in terms of internal disposition, such as personality traits, abilities, motives, etc. as opposed to external situational factors

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▪ Blameless PostMortems and a Just Culture - John Allspaw

▪ what actions they took at what time ▪ what effects they observed ▪ expectations they had ▪ assumptions they had made ▪ and their understanding of timeline of events as they occurred

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▪ Just Culture at Etsy

▪ Encourage learning by having these blameless Post-Mortems on outages and accidents

▪ Understand how an accidents happen, in order to better equip ourselves from it happening in the future

▪ Gather details from multiple perspectives on failures, and we don’t punish people for making mistakes

▪ Enable and encourage people who do make mistakes to be the experts on educating the rest of the organization how not to make them in the future

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▪ Just Culture art Etsy

▪ Accept that there is always a discretionary space where humans can decide to make actions or not, and that the judgement of those decisions lie in hindsight

▪ Accept that the Hindsight Bias will continue to cloud our assessment of past events, and work hard to eliminate it

▪ Accept that the Fundamental Attribution Error is also difficult to escape, so we focus on the environment and circumstances people are working in when investigating accidents

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devops workshop (section 5)...the third way steve spears - high velocity edge capability 1: seeing...

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