"Prediction is very difficult, especially about the future" reminded me of a statement once made by a co-worker: "I hate collaboration, particularly with other people."
I think the way Henney presented the PDSA-cycle, it's painstakingly obvious that it supports the idea of proposing a project, change in the work culture or whatever it would be. Then you found a group that will try to flesh the plan out and make a small trial project, learn about the new thing and try to make it work. Something preferrably representative of the actual change in the company. Then they report the findings, the review on the experience and write a paper for the management to gauge if it is worth going through in the bigger picture, changing the actual company process. Basically study and then act on the change after the successful pilot project where the company gained knowledge on the new thing, its pros and cons. Not just jumping in on a new thing and trying to change perhaps the whole company's process and trying to force it through until learning it's not feasible or forcing it through in a way that it's now in action but it's not an improvement for anyone, almost the contrary.
"Unknown knowns" is when you know it but don't realize that the knowledge is transferrable to somewhere else. Thus it is hidden from you when you are problem solving and reasoning. It's not a matter of correctness or not. It is a matter of connectedness-of siloed knowledge being a barrier to progress. Here you have the knowledge in another domain that would solve or shed light upon the immediate problem you have somewhere else, yet you cannot access it in context.
"Nothing is more dangerous than an idea, when you have only one idea." In my lifetime and carreer the number one and only idea has undoubtedly been the relational database.
Oh thanks Kevlin (he says sarcastically) I'm going to have "Don't Take Five (Take What You Want)" by the Justified Ancients of Mu Mu interspersed with Geoffrey II, Duke of Brittany's "I know..." speech from "The Lion In Winter" playing on endless repeat in my head all day now. ;)
Even the Platonic Socrates did not say the famous quote, precisely. He said that he knew nothing grand/worthwhile. As for maps, I think perhaps the useful metaphor is rather a *topographical* map, at least in the SDLC context.
"Prediction is very difficult, especially about the future" reminded me of a statement once made by a co-worker: "I hate collaboration, particularly with other people."
17:12 I'm a bit confused. What is the difference between "business value" and "estimated business value"? I couldn't read the hidden nuance here
I think the way Henney presented the PDSA-cycle, it's painstakingly obvious that it supports the idea of proposing a project, change in the work culture or whatever it would be. Then you found a group that will try to flesh the plan out and make a small trial project, learn about the new thing and try to make it work. Something preferrably representative of the actual change in the company. Then they report the findings, the review on the experience and write a paper for the management to gauge if it is worth going through in the bigger picture, changing the actual company process. Basically study and then act on the change after the successful pilot project where the company gained knowledge on the new thing, its pros and cons. Not just jumping in on a new thing and trying to change perhaps the whole company's process and trying to force it through until learning it's not feasible or forcing it through in a way that it's now in action but it's not an improvement for anyone, almost the contrary.
"Unknown knowns" is when you know it but don't realize that the knowledge is transferrable to somewhere else. Thus it is hidden from you when you are problem solving and reasoning. It's not a matter of correctness or not. It is a matter of connectedness-of siloed knowledge being a barrier to progress. Here you have the knowledge in another domain that would solve or shed light upon the immediate problem you have somewhere else, yet you cannot access it in context.
"Nothing is more dangerous than an idea, when you have only one idea."
In my lifetime and carreer the number one and only idea has undoubtedly been the relational database.
Oh thanks Kevlin (he says sarcastically) I'm going to have "Don't Take Five (Take What You Want)" by the Justified Ancients of Mu Mu interspersed with Geoffrey II, Duke of Brittany's "I know..." speech from "The Lion In Winter" playing on endless repeat in my head all day now. ;)
Even the Platonic Socrates did not say the famous quote, precisely. He said that he knew nothing grand/worthwhile. As for maps, I think perhaps the useful metaphor is rather a *topographical* map, at least in the SDLC context.
1968 was a good year.
Kevin is never not interesting