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Or to realize that the hypothesis was not correct, change the bet mid-race, and move on to the next one, with the cheapest cost of learning.
delaying real learning to “the end” when there is no time to respond,
the most pressure (e.g., to prioritize spending
known-knowns.
best practice.
Complicated domain, there are known-unknowns.
good practice, not best practice.
Complex domain has unknown-unknowns.
Cause and effect can only be determined in retrospect.
Acting in the space changes...
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Chaos domain, cause and effect are unknown.
If you smell smoke and see flames, you don’t design experiments; you get out of the way of danger. Act, sense, and then respond.
Confusion domain, so you seek more information or try to break the situation down into constituent parts.
focus should be primarily on Lean
a context that is emergent and adaptive, predetermined solution-based deadlines and milestones are an antipattern.
outcome hypotheses,
North Star outcomes with nested cadences, experimentation, and
fast feedback within guardrails in a ...
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learn environment, as we will see ...
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with a focus on cost rather than value.
Reducing visible costs nearly always ends up increasing hidden costs due to a reduction in flow efficiency, in a double whammy reduction in value generation.
it wastes time up front trying to perfectly analyze the future and it is demoralizing for colleagues. It also does not optimize for customer delight with the slow flow of “now that I can use it, I know what I don’t want that I asked for, and I know what I want that I didn’t ask for” value.
Often, with a charitable intent, it’s a lack of understanding of alternative approaches.
“Tell me what you intend to do, rather than ask me what to do.”
the purpose, and the desired outcome hypotheses, invite experimentation and empowerment within guardrails. Celebrate safe, fast learning. Leverage emergence and maintain optionality to the last responsible moment in order to optimize outcomes.
Guide on a Journey, Lead from the Front These antipatterns
find workplaces in which people have learned never to do more than they’re told to do, not to speak up, not to run safe-to-learn experiments in order to improve for fear of reprisal.
while constrained by a system of work and incentivization that cannot lead to high levels of engagement.
As we’ve passed the tipping point in the Age of Digital, this is now table stakes to survive and thrive.
minimal viable guardrails. Use emergence to your
