Shipulski On Design

Archive for the ‘Authentic’ Category

Doing new things doesn’t take a long time. What takes a long time is seeing things as they are. Getting ready takes time, not doing new. Awareness of assumptions, your assumptions, others’ assumptions, the company’s – that’s critical path.

An existing design, product, service, or process looks as it does because of assumptions made during long ago for reasons no longer relevant (if they ever were). Design elements blindly carried forward, design approaches deemed gospel, scripted service policies that no longer make sense, awkward process steps proceduralized and rev controlled – all artifacts of old, unchallenged assumptions. And as they grow roots, assumptions blossom into constraints. Fertile design space blocked, new technologies squelched, new approaches laughed out of town – all in the name of constraints founded on wilted assumptions. And the most successful assumptions have the deepest roots and create the deepest grooves of behavior.

Cows do the same thing every day. They wake up at the same time (regardless of daylight savings), get milked at the same time, and walk the same path.  They walk in such a repeatable way, they make cowpaths – neat grooves walked into the landscape – curiously curved paths with pre-made decisions. No cow worth her salt walks outside the  cowpath. No need. Cows like to save their energy for making milk at the expense of making decisions. If it was the right path yesterday, it’s right today.

But how to tell when old assumptions limit more than they guide? How to tell when it’s time to step out of the groove? How to tell a perfectly good cowpath from one that leads to a dry watering hole? When is it time to step back and create new history? Long ago the first cow had to make a choice, and she did. She could have gone any which way, and she did. She made the path we follow today.

With blind acceptance of assumptions, we wither into bankruptcy, and with constant second-guessing we stall progress. We must strike a balance. We must hold healthy respect for what has worked and healthy disrespect for the status-quo. We must use forked-tongue thinking to pull from both ends. In a yin-yang way, we must acknowledge how we got here, and push for new thinking to create the future.

Fun is no longer part of the business equation. Our focus on productivity, quality, and cost has killed it. Killed it dead. Vital few, return on investment, Gantt charts, project plans, and criminal number one – PowerPoint.  I can’t stand it.

What happens when you try to have a little fun at work? People look at you funny. They say: What’s wrong with you? Look! You’re smiling, you must be sick. (I hope you’re not contagious.) Don’t put us at ease, or we may be creative, be innovative, or invent something.

We’ve got it backward.  Fun is the best way to improve productivity (and feel good doing it), the best way to improve work quality (excitement and engagement in the work), and the best way to reduce costs (and feel good doing it.)  Fun is the best way to make money.

When we have fun we’re happy. When we’re happy we are healthy and engaged.  When we’re healthy we come to work (and do a good job.) And when we’re engaged everything is better.

Maybe fun isn’t what’s important. Maybe it’s all the stuff that results from fun. Maybe you should find out for yourself.  Maybe you should have some fun and see what happens.

Although it’s more important than ever, trust is in short supply. With everyone doing three jobs, there’s really no time for anything but a trust-based approach. Yet we’re blocked by the fear that trust means loss of control.  But that’s backward.

Trust is a funny thing.  If you have it, you don’t need it.  If you don’t have it, you need it. If you have it, it’s clear what to do – just behave like you should be trusted. If you don’t have it, it’s less clear what to do. But you should do the same thing – behave like you should be trusted.  Either way, whether you have it or not, behave like you should be trusted.

Trust is only given after you’ve behaved like you should be trusted. It’s paid in arrears. And people that should be trusted make choices.  Whether it’s an approach, a methodology, a technology, or a design, they choose.  People that should be trusted make decisions with incomplete data and have a bias for action.  They figure out the right thing to do, then do it.  Then they present results – in arrears.

I can’t choose – I don’t have permission. To that I say you’ve chosen not to choose. Of course you don’t have permission.  Like trust, it’s paid in arrears.  You don’t get permission until you demonstrate you don’t need it.  If you had permission, the work would not be worth your time. You should do the work you should have permission to do.  No permission is the same as no trust.  Restating, I can’t choose – I don’t have trust. To that I say you’ve chosen not to choose.

There’s a misperception that minimizing trust minimizes risk. With our control mechanisms we try to design out reliance on trust – standardized templates, standardized process, consensus-based decision making. But it always comes down to trust.  In the end, the subject matter experts decide. They decide how to fill out the templates, decided how to follow the process, and decide how consensus decisions are made. The subject matter experts choose the technical approach, the topology, the materials and geometries, and the design details. Maybe not the what, but they certainly choose the how.

Instead of trying to control, it’s more effective to trust up front – to acknowledge and behave like trust is always part of the equation.  With trust there is less bureaucracy, less overhead, more productivity, better work, and even magic.  With trust there is a personal connection to the work.  With trust there is engagement.  And with trust there is more control.

You know you’re out of gas when:

• You answer email punctually instead of doing work.
• You trade short term bliss for long term misery.
• You accept an impossible deadline.
• You sit through witless meetings.
• You comply with groupthink.
• You condone bad behavior.
• You placate your boss.
• You write a short post with a bulletized list — because it’s easier.

To do good for the planet and make lots of money (or the other way around), I think companies should shift from an economic framework to a social one. Green products are a good example. Facts are facts: today, as we define cost, green products cost more; burning fossil fuel is the lowest cost way to produce electricity and move stuff around (people, products, raw material). Green products are more expensive and do less, yet they sell. But the economic benefits don’t sell, the social ones do. Lower performance and higher costs of green products should be viewed not as weaknesses, but as strengths.

Green technologies are immature and expensive, but there’s no questions they’re the future. Green products will create new markets, and companies that create new markets will dominate them. The first sales of expensive green products are made by those who can afford them; they put their money where their mouths are and pay more for less to make a social statement. In that way, the shortcoming of the product amplifies the social statement. It’s clear the product was purchased for the good of others, not solely for the goodness of the product itself. The sentiment goes like this: This product is more expensive, but I think the planet is worth my investment. I’m going to buy, and feel good doing it.

The Prius is a good example. While its environmental benefits can be debated, it clearly does not drive as well as other cars (handling, acceleration, breaking). Yet people buy them. People buy them because that funny shape is mapped to a social statement: I care about the environment. Prius generates a signal: I care enough about the planet to put my money where my mouth is. It’s a social statement. I propose companies use a similar social framework to create new markets with green products that do less, cost more, and overtly signal their undeniable social benefit. (To be clear, the product should undeniably make the planet happy.)

The company that creates a new market owns it. (At least it’s theirs to lose). Early sales impregnate the brand with the green product’s important social statement, and the new market becomes the brand and its social statement. And more than that, early sales enable the company to work out the bugs, allow the technology to mature, and yield lower costs. Lower costs enable a cost effective market build-out.

Don’t shy away from performance gaps of green technologies, embrace them; acknowledge them to amplify the social benefit. Don’t shy away from a high price, embrace it; acknowledge the investment to amplify the social benefit. Be truthful about performance gaps, price it high, and proudly do good for the planet.

We’re too busy. All of us. Too busy. And we better get used to it: too busy is the rule. But how to make too busy feel good? How to make yourself feel good? How to make the work better?

Pretend there is abundance; plenty for all; assume an abundance mindset.

There’s a subtle but powerful shift with the abundance mindset. Here’s the transition:

me to we

talk to listen

verify to trust

fear to confidence

comply to embrace

compete to collaborate

next month to next week

can’t to could, could to can

no to maybe, maybe to how

The abundance mindset is not about doing more; it’s about what we do and how we do. With the abundance mindset everyone feels better, our choices are better, and our work is better.

Lincoln said “Happiness is a choice.” I think it’s the same with abundance. We’ll always be too busy, but, if we choose, there will always be an abundance of thoughtfulness, caring, and mutual respect.

It’s a little-know fact that you can disagree and still be a team player. (Really, it’s true.) It’s okay to disagree, but it should be done effectively. (Disagreement is not argument.) And disagreement can be a great source for learning. I learn most deeply from smart people I disagree with.

As a self-declared smart person, I hold my thinking in high regard. (To advance a cause confidence in your thinking is needed.) However, like with most things, there should be balance: confidence in your thinking tempered with healthy self-examination and respect for others’ thinking. There are a lot of smart people out there, people with different life experience, training, and education. Just the folks to learn from. (Different is not inferior or incorrect, it’s just different.)

It’s a struggle to get the balance right. Hold fast? Give a little ground? Change your thinking altogether? There’s no right answer, just the conviction that it’s best to move toward balance.

Trust and mutual respect are keys to our migration toward balance. Trust helps us start deep dialog. It feels safe to initiate when there’s confidence the disagreement comes from a thoughtful, unselfish place.  Mutual respect keeps the dialog going – no low blows, just shared thoughts, experiences, and data.

With trust and mutual respect, healthy disagreement has time to blossom into fuller, deeper understanding – a credit to you and the important people in your life.

If you know your shit, you have an obligation to behave that way:

Do – don’t ask.

Say, “I don’t know.”

Wear the clothes you want.

Tread water with Fear until she drowns.

Walk softly – leave your big stick at home.

Ask people what they think – let them teach you.

Kick Consensus in the balls – he certainly deserves it.

Be kind to those who should know – teach, don’t preach.

Hug the bullies – they cannot hurt you, you know too much.

Work with talented new folks – piss and ginger is a winning combination.

In short, use your powers for good – you have an obligation to yourself, your family, and society.

Sometimes we engineers know the answer before the question, sometimes we know the question’s wrong before it’s asked, and sometimes we’re just plain pig-headed. And if we band together, there’s no hope of changing how things are done. None. So, how to bring new thinking to the engineering community? In three words: WHAT, WHY, HOW.

WHY – Don’t start with WHAT. If you do, we’ll shut down. You don’t know the answer, we do. And you should let us tell you. Start with WHY. Give us the context, give us the problem, give us the business fundamentals, give us the WHY. Let us ask questions. Let us probe. Let us understand it from all our angles. Don’t bother moving on. You can’t. We need to kick the tires to make sure we understand WHY. (It does not matter if you understand WHY. We need understand it for ourselves, in our framework, so we can come up with a solution.)

WHAT – For God’s sake don’t ask HOW – it’s too soon. If you do, we’ll shut down. You don’t know the answer, we do. And, if you know what’s good for you, you should let us tell you. It’s WHAT time. Share your WHAT, give us your rationale, explain how your WHAT follows logically from your WHY, then let us ask questions. We’ll probe like hell and deconstruct your WHY-WHAT mapping and come up with our own, one that makes sense to us, one that fits our framework. (Don’t worry, off-line we’ll test the validity of our framework, though we won’t tell you we’re doing it.) We’ll tell you when our WHY-WHAT map holds water.

HOW – Don’t ask us WHEN! Why are you in such a hurry to do it wrong?! And for sanity’s sake, don’t share your HOW. You’re out of your element. You’ve got no right. Your HOW is not welcome here. HOW is our domain – exclusively. ASK US HOW. Listen. Ask us to explain our WHAT-HOW mapping. Let us come up with nothing (that’s best). Let us struggle. Probe on our map, push on it, come up with your own, one that fits your framework. Then, and only then, share how your HOW fits (or doesn’t) with ours. Let us compare our mapping with yours. Let us probe, let us question, let us contrast. (You’ve already succeeded because we no longer see ours versus yours, we simply see multiple HOWs for consideration.) We’ll come up with new HOWs, hybrid HOWs, all sorts of HOWs and give you the strengths and weaknesses of each. And if your HOW is best we’ll recommend it, though we won’t see it as yours because, thankfully, it has become ours. And we’ll move heaven and earth to make it happen. Engineering has new thinking.

Whether it’s my favorite new thinking (product simplification) or any other, the WHY, WHAT, HOW process works. It works because it’s respectful of our logic, of our nature. It fits us.

Though not as powerful a real Vulcan mind meld, WHY, WHAT, HOW is strong enough to carry the day.

Inspiring work is art.

Inspiring work is rare.

Inspiring work is scary.

Inspiring work is thrilling.

Inspiring work is the reward.

Inspiring work is life changing.

Inspiring work is easy to recognize.

Inspiring work is difficult to recognize.

Inspiring work is an acknowledgment of self.

Inspiring work’s magnitude is proportional to the fear.

Focus, focus, focus. Measure, measure, measure. We draw organizational boxes, control volumes, and measure ins and outs. Cost, quality, delivery.

Control volumes? Open a Ziploc bag and pour water in it. The bag is the control volume and the water is the organizational ooze. Feel free to swim around in the bag, but don’t slip through it because you’ll cross an interface. You’ll get counted.

Organizational control volumes are important. They define our teams and how we optimize (within the control volumes).  We optimize locally. But there’s more than one bag in our organizations.

The red team designs new products. They wear red shirts, red pants, and red hats. They do red things. We measure them on product function. The blue team makes products. They wear blue and do blue things. We measure them on product cost. Both are highly optimized within their bags, yet the system is suboptimal. Nothing crosses the interface – no information, no knowledge, no nothing. All we have is red and blue. What we need is purple.

We need people with enough courage to look up one level, put on a blue shirt and red pants, and optimize at the system level. We need people with enough credibility to swap their red hat for blue and pass information across the interface. We need trusted people to put on a purple jumpsuit and take responsibility for the interface.

Purple behavior cuts across the fabric of our metrics and control volumes, which makes it difficult and lonely. But, thankfully some are willing to be purple. And why do they do it?  Because they know customers see only one color – purple.