Go-to People Considered Harmful

Neck of Codd bottle

Okay, so the title’s a little derivative, but it’s both accurate and it fits in with the “organizations as systems” theme of recent posts. Just as dependency management is important for software systems, it’s likewise just as critical for social systems. Failures anywhere along the chain of execution can potentially bring the whole system to a halt if resilience isn’t considered in the design (and evolution) of the system.

Dependency issues in social systems can take a variety of forms. One that comes easily to mind is what is referred to as the “bus factor” – how badly the team is affected if a person is lost (e.g. hit by a bus). Roy Osherove’s post from today, “A Critical Chain of Bus Factors”, expands on this. Interlocking chains of dependencies can multiply the bus factor:

A chain of bus factors happens when you have bus factors depending on bus factors:

Your one developer who knows how to configure the pipeline can’t test the changes because the agent is down. The one guy in IT who has access to the agent needs to reboot it, but does not have access. The one person who has access to reboot it (in the Infra team) is sick, so now there are three people waiting, and there is nothing in this earth that can help that situation.

The “bus factor”, either individually or as a cascading chain, is only part of the problem, however. A column on CIO.com, “The hazards of go-to people”, identifies the potential negative impacts on the go-to person:

They may:

  • Resent that they shoulder so much of the burden for the entire group.
  • Feel underpaid.
  • Burn out from the stress of being on the never-ending-crisis treadmill.
  • Feel trapped and unable to progress in their careers since they are so important in the role that they are in.
  • Become arrogant and condescending to their peers, drunk with the glory of being important.

The same column also lists potential problems for those who are not the go-to person:

When they realize that they are not one of the go-to people they might:

  • Feel underappreciated and untrusted.
  • Lose the desire to work hard since they don’t feel that their work will be recognized or rewarded.
  • Miss out on the opportunities to work on exciting or important things, since they are not considered dedicated and capable.
  • Feel underappreciated and untrusted.

A particularly nasty effect of relying on go-to people is that it’s self-reinforcing if not recognized and actively worked against. People get used to relying on the specialist (which is, admittedly, very effective right up until the bus arrives) and neglect learning to do for themselves. Osherove suggests several methods to mitigate these problems: pairing, teaching, rotating positions, etc. The key idea being, spreading the knowledge around.

Having individuals with deep knowledge can be a good thing if they’re a reservoir supplying others and not a pipeline constraining the flow. Intentional management of dependencies is just as important in social systems as in software systems.

Systems of Social Systems and the Software Systems They Create

I’ve mentioned before that the idea of looking at organizations as systems is one that I’ve been focusing on for quite a while now. From a top-down perspective, this makes sense – an organization is a system that works better when it’s component parts (both machine and human) intentionally work together.

It also works from the bottom up. For example, from a purely technical perspective, we have a system:

Generic System

However, without considering those who use the system, we have limited picture of the context the system operates within. The better we understand that context, the better we can shape the system to fit the context, otherwise we risk the square peg in a round hole situation:

Generic System with Users

Of course, the users who own the system are also only a part of the context. We have to consider the customers as well:

Generic System with Users and customers

Likewise, we need to consider that the customers of some systems can be internal to the organization while others are external. Some of the “customers” may not even be human. For that matter, sometimes the customer’s interface might be a human (user) rather than software. Things get complicated when we begin adding in the social systems:

Generic EITA with Users and customers

The situation is even more complicated than what’s seen above. We need to account for the team developing and operating the automated system:

Generic System with Users, customers, and IT team

And if that team is not a unified whole, then the picture gets a whole lot more interesting:

Generic System with Users, customers, and IT teams

Zoomed out to the enterprise level, that’s a lot of social systems. When multiplied by the number of automated systems involved, the number easily becomes staggering. What’s even more sobering is reflecting on whether those interactions have been intentionally structured or have grown organically over time. The interrelationship of social and software systems is under-appreciated. A series of tweets from Gregory Brown last week makes the same case:

A number of questions come to mind:

  • Is anyone aware of all the systems (social and software) in play?
  • Is anyone aware of all the interactions between these systems?
  • Are the relationships and interactions a result of intentional design or have they “just happened”?
  • Are you comfortable with the answers to the first three questions above?

Organizations as Systems and Innovation

Portrait of Gustavus Adolphus of Sweden

Over the last year or so, the concept of looking at organizations as systems has been a major theme for me. Enterprises, organizations and their ecosystems (context) are social systems composed of a fractal set of social and software systems. As such, enterprises have an architecture.

Another long-term theme for this site has been my conversation with Greger Wikstrand regarding innovation. This post is the thirty-fifth entry in that series.

So where do these two intersect? And why is there a picture of a Swedish king from four-hundred years ago up there?

Innovation, by its very nature (“…significant positive change”), does not happen in a vacuum. Greger’s last post, “Innovation arenas and outsourcing”, illustrates one aspect of this. Shepherding ideas into innovations is a deliberate activity requiring structural support. Being intentional doesn’t turn bad ideas into innovations, but lack of a system can cause an otherwise good idea to wither on the vine.

Another intersection, the one I’m focusing on here, can be found in the nature of innovation itself. It’s common to think of technological innovation, but innovation can also be found in changes to organizational structure and processes (e.g. Henry Ford and the assembly line). Organization, process, and technology are not only areas for innovation, but when coupled with people, form the primary elements of an enterprise architecture. It should be clear that the more these elements are intentionally coordinated towards a specific goal, the more cohesive the effort should be.

This brings us to Gustavus Adolphus of Sweden. In his twenty years on the throne, he converted Sweden into a major power in Europe. Militarily, he upended the European status quo in a very short time (after intervening in the Thirty Years’ War in 1630, he was killed in battle in 1632) by marshaling organizational, procedural, technological innovations:

The Swedish army stood apart from its’ contemporaries through five characteristics. Its’ soldiers wore uniform and had a nucleus of native Swedes, raised from a surprisingly diplomatic system of conscription, at its’ core. The Swedish regiments were small in comparison to their opponents and were lightly equipped for speed. Each regiment had its’ own light and mobile field artillery guns called ‘leathern guns’ that were easy to handle and could be easily manoeuvred to meet sudden changes on the battlefield. The muskets carried by these soldiers were of a type superior to that in general use and allowed for much faster rates of fire. Swedish cavalry, instead of galloping up to the enemy, discharging their pistols and then turning around and galloping back to reload, ruthlessly charged with close quarter weapons once their initial shot had been expended. By analysing this paradigm it becomes apparent that the army under Gustavus emphasized speed and manoeuvrability above all – this greatly set him apart from his opponents.

By themselves, none of the innovations were original to Gustavus. Combining them together, however, was and European military practice was irrevocably changed. Inflection points can be dependent on multiple technologies catching up with one another (since the future is “…not very evenly distributed”), but in this case the pieces were all in place. The catalyst was someone with the vision to combine them, not random chance.

Emergence will be a factor in any complex system. That being said, the inevitability of those emergent events does not invalidate intentional design and planning. If anything, design and planning is more necessary to deal with the mundane, foreseeable things in order to leave more cognitive capacity to deal with that which can’t be foreseen.

Form Follows Function on SPaMCast 426

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One of the benefits of being a regular on Tom Cagley’s Software Process and Measurement (SPaMCast) podcast is getting to take part in the year-end round table (episode 426). Jeremy Berriault, Steve Tendon, Jon M. Quigley and I joined Tom for a discussion of:

  1. Whether software quality would be a focus of IT in 2017
  2. Whether Agile is over, at least as far as Agile as a principle-driven movement
  3. Whether security will be more important than quality and productivity in the year ahead

It was a great discussion and, as Tom noted, a great way to finish off the tenth year of the SPAMCast and kickoff year eleven.

You can find all my SPaMCast episodes using under the SPAMCast Appearances category on this blog. Enjoy!

I fought the law (of unintended consequences) and the law won

Sometimes, what seemed to be a really good idea just doesn’t turn out that way in the end.

In my opinion, a lack of a systems approach to problem solving makes that type of outcome much more likely. Simplistic responses to issues that fail to deal with problems holistically can backfire. Such ill-considered solutions not only fail to solve the original problem, but often set up perverse incentives that can lead to new problems.

An article on the Daily WTF last week, “Just the fax, Ma’am”, illustrates this perfectly. In the article, an inflexible and time-consuming database change process (layered on top of the standard change management process) leads to the “reuse” of an existing, but obsolete field in the database. Using a field labeled “Fax” for an entirely different purpose is far from “best practice”, but following the rules would lead to being seen as responsible for delaying a release. This is an example of a moral hazard, such as Tom Cagley discussed in his post “Some Moral Hazards In Software Development”. Where the cost of taking a risk is not borne by the party deciding whether to take it, potential for abuse abounds. This risk becomes particularly likely when the person taking shortcuts can claim a “moral” rationale for doing so (such as “getting it done” for the customer).

None of this is to suggest that change management isn’t a worthy goal. In fact, the worthier the goal, the greater the danger of creating an unintended consequence because it’s so easy to conflate argument over means with disagreement regarding the ends. If you’re not in favor of being strip-searched on arrival and departure from work, that doesn’t mean you’re anti-security. Nonetheless, the danger of that accusation being made will likely resonate for many. When the worthiness of the goal forestalls, or even just hinders, examination of the effectiveness of methods, then that effectiveness is likely to suffer.

Over the course of 2016, I’ve published twenty-two posts, counting this one, with the category Organizations as Systems. The fact that social systems are less deterministic than software systems only reinforces the need for intentional design. When foreseeable abuses are not accounted for, their incidence becomes more likely. Whether the abuse results from personal pettiness, doctrinal disagreements, or even just clumsy design like the change management process described above is irrelevant. In all of those cases, the problem is the same, decreased respect for institutional norms. Studies have found that “…corruption corrupts”:

Gächter has long been interested in honesty and how it manifests around the world. In 2008, he showed that students from 16 cities, from Riyadh to Boston, varied in how likely they were to punish cheaters in their midst, and how likely those cheaters were to then retaliate against their castigators. Both qualities were related to the values of the respective cities. Gächter found that the students were more likely to tolerate free-loaders and retaliate against do-gooders if they came from places whose citizens took a more relaxed view on tax evasion or fare-dodging, or had less trust in their courts and police.

If opinions around corruption and rule of law can affect people’s reactions to dishonesty, Gächter reasoned that they surely affect how honest people are themselves. If celebrities cheat, politicians rig elections, and business leaders engage in nepotism, surely common citizens would feel more justified in cutting corners themselves.

Taking a relaxed attitude toward the design of a social system can result in its constituents taking a relaxed attitude toward those aspects of the system that are inconvenient to them.

Form Follows Function on SPaMCast 407

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This week’s episode of Tom Cagley’s Software Process and Measurement (SPaMCast) podcast, number 407, features Tom’s essay on Test Driven Development, Kim Pries on what makes software “good”, Steve Tendon on TameFlow, and a Form Follows Function installment based on my post “Learning to Deal with the Inevitable”.

Change is inevitable, dealing with it effectively is not. It takes learn, a cohesive whole-enterprise culture of intentional, effective sense-making and decision-making (learning) to make effective moves in a dynamic world.

You can find all my SPaMCast episodes using under the SPAMCast Appearances category on this blog. Enjoy!

“Distance…is the one true enemy…”

Gregory Brown tweeted a great series on the problem of distance last week:

It’s amazing how much information can be conveyed in nine tweets. It’s amazing how many aspects of a very complex socio-technical undertaking, software development, are affected by this concept of distance. I would argue that this concept of distance applies likewise to the social systems that software development belongs to as a component part.

Distance between action and result as well as distance between result and response are just as much a problem for social systems as software systems. This was one of the main themes of “The Ignorance of Management – Deep and Wide”, trying to manage too far down the hierarchy just doesn’t scale. There are too many decisions at too deep a level of detail across too many areas for this to be effective.

It’s a case of mismatched impedance, resulting in overload. Increased distance equals increased transmission time, meaning that remote decisions will either take longer (risking timeliness of the decision) or will have to be made with less consideration (risking the fitness of the decision). Likewise, the greater number of decisions being made due to an inappropriate distance will force the same set of trade-offs. Time spent on lower-level issues also reduces time available for issues that are appropriate to the decision-maker’s level. This places even more pressure on the decision-maker in terms of being either hasty or late.

Ironically, better control is likely to come from delegating decision-making to the appropriate level of the organization than attempting to micro-manage. The true test of leadership, in my opinion, is not how things run when a leader is present, but how things run when they’re not. Adding distance stacks the deck, and not in your favor.