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Archive for August 2nd, 2008

Brainies latest!

Posted by Andrew Cooper on August 2, 2008

Here’s the latest nomination for the Brainies Awards (see tab above), from Kennet Shopping supremo Mag Williams.  It needs a post of its very own because it comes complete with a picture. Extra points there, and she worked in a brand new invention of her own!  (Note the points aren’t actually worth anything as, unless I change my mind, the winner will be randomly selected.}

“I struggled to come up with an ‘all time’ favourite innovation, there must be so many. Not only that but the best innovations are often the simplest and because they are so simple they get taken for granted and overlooked.

I decided to plump for something that I use a lot and gives me a lot of fun. It also encourages people to make friends with me (even if I don’t want them to!) when they want something created like posters or their mates large head put on a small body of something different.

The innovation I chose was Corel Paint Shop Pro or Adobe Photoshop. I don’t use either to their full extent but I’m self taught and like to think if I had training I’d be pretty good at it.

Apart from the innovation, following on from your bisociation blog Andrew, I think it’s imperative to have a nuclear kettle to go with your nuclear teapot!”

Beat that, Dave Gorman!  Hmm – you know, I think he has chickened out.  Perhaps he couldn’t think of anything.  Time to invite my second celebrity guest nominator and to relegate Mr Gorman to the B list.  My second target has already been mentioned on the blog, incidentally.

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Hofstadter’s Law

Posted by Andrew Cooper on August 2, 2008

Some industrial activity

Some industrial activity

Over at Oliver Burkeman’s always excellent “This column will change your life” column in the Guardian, this week’s piece is about Hofstadter’s Law.  To quote:

“Hofstadter’s law, conceived by the cognitive scientist Douglas Hofstadter, goes like this: any task you’re planning to complete will always take longer than expected – even when Hofstadter’s law is taken into account.”

Burkeman then goes on to discuss why this might be and what could be done about it.  The Law certainly applies to everything from building Olympics venues to even the most basic repairs to my bike.

The column also discusses the brilliantly named “ready, fire, aim” approach to planning:

“Better yet, where possible, avoid planning altogether. Use the “ready, fire, aim” approach, and correct course as you go along. As the blogger Steve Pavlina points out, the advantage is you quickly start getting real feedback. If you’re starting a new business, say, you won’t have to imagine how customers might respond to your adverts; you’ll know.”

This is exactly what I’m doing with my attempt at moving into retail, after taking Roger Croft’s advice: see below.

Meanwhile, having been playing with WordPress’s tags, I discovered this (anonymous) consultant bemoaning the fact that the government department for which he is working only pays £500.00 a day so the ‘programme’ on which he’s working has to find the rest of his £1000 a day fee.   (No problem with that, obviously, I’m sure that he’s delivering £1000 of value each and every day and, after all, the government does have to hit its target of spending £3bn a year on consultants.)  What I do have a problem with is his description of management consultancy as an ‘industry’.  God help us.   Business or profession perhaps, but ‘industry’?  I don’t think so. When people start referring to estate agency as an ‘industry’ we’ll know that our economy has finally collapsed.

Posted in consultancy, creativity, innovation, planning, thinking | Tagged: , , , | 3 Comments »

Stress testing

Posted by Andrew Cooper on August 2, 2008

A destruction test

A destruction test

I notice from their website that one of the large consultancy firms offers ‘stress testing’ of policies as one of their services to government.  This is a more circumspect version of the ‘destruction testing’ phrase I often use when talking about the rigorous evaluation of ideas.  (You couldn’t actually say to a client who you’re hoping will give you some of the £3bn spent annually on public sector consultants “We’re going to destruction test your daft ideas”, obviously. although given the not-entirely-joined-up nature of some current policies – e.g. budget support – I wish government departments would do more of this.)

I’ve been engaged in an email discussion with a close relative of mine of my Systems Party idea (see “Power to the People”) in an attempt at some stress testing.  He’s 83 and, without doubt, a WOB (Wise Old Bird).  Here are a couple of responses I’ve sent to his emails.

Dear L,

I  take your points, and this is just a thought experiment, of course, but I don’t think that the debates under my proposed system need to be anything like discussions in pubs, or trials for that matter.

I’m suggesting that one of the main problems with the existing system – at least so far as debates in the House of Commons and in the media are concerned  – is that they are adversarial.  Also, there’s a ridiculous, in my view, obsession with ratings and how popular individuals are with the public.  There’s no obvious correlation between popularity and ability to take part in governing the country.  A politician who handed out £20 notes on street corners would be very popular – in fact Mobutu, when he was President of Zaire – used to do just this.  My friend Tom in Dar es Salaam once worked in what was Zaire and he tells me that Mobutu used to drive around in his limousine throwing bank notes out of the windows.  He was very popular but not entirely effective.

I think it would be possible to arrange debates in such a way that most people could understand what was being presented to them, what kinds of decisions could be taken and what the likely outcomes of these decisions might be.   If the focus was trying to understand problems, and then to get civil servants and others to proposed well reasoned solutions, debate could be constructive rather than destructive.  Of course, Parliamentary Committees already work like this to some extent, although they still seem to revel in tearing apart those who appear before them rather than engaging in intelligent discussion.

All a bit academic, obviously, as the current system doesn’t have built into it the means of achieving any significant change.

Andrew

Dear L,

I think the ‘who’ that gives the presentation is ‘people who know what they are talking about’ and the way they do it is via the internet.

I’ve followed the Wikipedia project for some years, and have contributed some material to it.  For a while it was very patchy, but many of the articles – in fact, all the articles I use – are excellent.  If you want to know what there is to know about democracy for example, there’s a (to my mind) very good article here, complete with a management summary.  Here are articles on fascism and communism.

I use web feeds – which provide a way of checking changes to a web page without having to visit it – to track a few articles that particularly interest me, and to which I refer other people, just to keep an eye on what changes are being made.  I monitor this article, and this one, for example, both of which I know a fair amount about and are certainly very good.  The whole encyclopedia is produced by people around the world with an interest in the various topic areas and ‘policed’ by moderators (often students) who can control edits.  Very occasionally, these days, I’ll edit something and I often get an email within 5 minutes or so to tell me that someone has edited my edit!

To my mind there’s no reason why something similar shouldn’t  be used to present material to my randomly selected MPs for consideration before they are presented with policy options (there would generally be three, I think: do nothing, do something radical, do something incremental).  Each wikipedia page is, incidentally, accompanied by a ‘discussion’ page (see the tabs at the top) on which contributors can discuss the information presented in the relevant article.  Here’s the one for the Wright brothers, for example.

Before voting, the MPs would have to take a test to work out whether they’d understood the analysis.  Anyone who failed would be given help to understand why and then asked to try again before voting.  I think there would probably have to be a rule which said that those who repeatedly failed the test would be fired, but hopefully the massive salary and expenses package would provide some motivation for them to try to do well!

So, I think I’ve answered that question.  Any more?!

Andrew

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End-to-End

Posted by Andrew Cooper on August 2, 2008

I’ve been thinking a lot recently about why I haven’t tried to sell the Mindworks Approach to large organisations – corporates and public sector organisations – here in the UK.

A relevant economist

A relevant economist

The reasons is quite straightforward. In order to do so I would have to deal with the ‘gatekeepers’ who are usually involved in decisions to hire people like me. They are often people who are steeped in the complex methodolgies which are used by large organisations these days, such as Six Sigma and Prince 2. It’s easy to knock approaches like these, and the wikipedia articles summarise some of the criticisms. But, as Albert E said, ‘theories should be kept as simple as possible, but no simpler’ and if you’re designing a large computerisation project or re-engineering business processes you need an approach that’s able to deal with the complexity involved.

The problem is that, as the Wikipedia article on Six SIgma points out, these methodologies can become industries in their own right. As I said in a previous post, just getting your head around all the abbreviations can be quite challenging.

So if I turn up saying ‘I’ve got this really simple structured way of thinking about things that’s described on a 2 sided card, doesn’t feature any jargon or abbreviations and it’s based on how we think anyway’ they say ‘too simple, I’m afraid, and I have to go to a Six sigma committee meeting followed by a Prince 2 Project Board, goodbye’ and that’s that: I take one last glance at the framed certificates on their office wall and leave.

Now I could, without much effort, make my 9 steps much more complex if I wanted. When, in step 2 of the Mindworks Approach, I say ‘identify the groups and indivduals who have needs that should or could be met’ I could say ‘conduct an extensive and in-depth stakeholder profiling and segmentation analysis’, but I don’t. I could also introduce some abbreviations. ‘Step 5 – develop a picture of the future’ could be the DAPOTF and I could recommend that a FACG (a Futuring Approval Compliance Group) should be set up involving all key stakholders, project champions and whatever. But I won’t do that either. Some numbered sub-steps would be good, including a Step 0 (open Mindworks Box) and Step 0.1 (do what it says on the instructions) immediately spring to mind. In no time at all (you’ve seen the length of my blog posts) I’d have filled numerous binders with detailed material, sign-off forms, compliance criteria and so on. I could also design a series of modular workshops, leading to the presentation of various levels of accreditation (see the ‘belt’ system Six Sigma uses). Eventually – and I’m quite warming to this idea – the only possible way to use the MCBADIM (Mindworks Comprehensive Business Analysis, Design and Implementation Methodology) would be to hire teams of consultants trained in the approach, because the clients would realise it would be far too complex for their busy staff to get their heads around and, if they, did, they’d only be poached by the consultants.

As I say, complex methodolgies are needed to deal with complex situations. But my argument – if I hadn’t been thrown out of the hypothetical meeting described above – would be: ‘Yes, you do need all that, but before you immerse yourself in your favourite complicated methodology, you need to get your thoughts straight. I might even use a bit of jargon and say that I’ve got an end-to-end process that can do that and can help you with the different kinds of thinking you need to do to make a change. The odd ‘moving forward’ would probably help, just to show that I can speak the client’s language.

Anyway, enough of that. Talking of end-to-end, a former boss of mine at HM Treasury (we worked on the same floor as most of HMT’s economists) used to say two things about them. “For every economist there’s an equal and opposite economist” and, even better, “If you were to lay out all the economists in the world end-to-end, they’d never reach a conclusion”. Feel free to crack these brilliant jokes the next time you meet an economist.

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