�ݺ�ߣshows by User: cyetain

�ݺ�ߣshows by User: cyetain / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: cyetain / Tue, 09 Apr 2019 17:58:34 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: cyetain Three frames DevOpsDays ATL /slideshow/three-frames-devopsdays-atl/140204247 threeframesdevopsdaysatlslideshowpublished-190409175834
DevOps, Serverless, and Wardley Maps, three frames for making sense of the waves of change in IT. This talk explores how each of these frames reveals economic and social transitions successful IT Organizations will need to grapple with in the near future.]]>
DevOps, Serverless, and Wardley Maps, three frames for making sense of the waves of change in IT. This talk explores how each of these frames reveals economic and social transitions successful IT Organizations will need to grapple with in the near future.]]> Tue, 09 Apr 2019 17:58:34 GMT /slideshow/three-frames-devopsdays-atl/140204247 cyetain@slideshare.net(cyetain) Three frames DevOpsDays ATL cyetain DevOps, Serverless, and Wardley Maps, three frames for making sense of the waves of change in IT. This talk explores how each of these frames reveals economic and social transitions successful IT Organizations will need to grapple with in the near future. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/threeframesdevopsdaysatlslideshowpublished-190409175834-thumbnail.jpg?width=120&height=120&fit=bounds" /> DevOps, Serverless, and Wardley Maps, three frames for making sense of the waves of change in IT. This talk explores how each of these frames reveals economic and social transitions successful IT Organizations will need to grapple with in the near future.

Three frames DevOpsDays ATL from Jabe Bloom

]]> 1128 3 https://cdn.slidesharecdn.com/ss_thumbnails/threeframesdevopsdaysatlslideshowpublished-190409175834-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Time and Transition : RSD5 /slideshow/time-and-transition-rsd5/67246923 rsd5-timeandtransitionaspresented-161016162719
An ongoing discussion about temporality and transition.]]>
An ongoing discussion about temporality and transition.]]> Sun, 16 Oct 2016 16:27:19 GMT /slideshow/time-and-transition-rsd5/67246923 cyetain@slideshare.net(cyetain) Time and Transition : RSD5 cyetain An ongoing discussion about temporality and transition. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/rsd5-timeandtransitionaspresented-161016162719-thumbnail.jpg?width=120&height=120&fit=bounds" /> An ongoing discussion about temporality and transition.

Time and Transition : RSD5 from Jabe Bloom

]]> 789 2 https://cdn.slidesharecdn.com/ss_thumbnails/rsd5-timeandtransitionaspresented-161016162719-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Staging systems to feel round the corners of Transition Design /slideshow/staging-systems-to-feel-round-the-corners-of-transition-design/40425205 stagingsystemstofeelroundthecornersoftransitiondesignrelease-141018032115-conversion-gate01
The challenges our societies face, such as climate change, require radical innovation (Proactionary Principle [Fuller]). But the complexity of our societies also demand that we be more attentive to the consequences of those innovations (Precautionary Principle). The challenges we face are, after all, the result of previously unanticipated consequences. It is by definition not possible to anticipate ‘black swans,’ but we should perhaps expect more than to cultivate an anti-fragility that merely awaits shocks [Talib]. How then to develop rich senses of the consequences of innovations designed to respond to phenomena like climate change? We call this capacity ‘seeing around corners,’ since the aim is not merely to build a system model that can predict an end state, but instead to sense what is possible and likely once at the position of that end-state. An analogy would be the ability to forsee texting-while-driving whilst designing the user experience of a cell phone. Theoretically, the point would be that designers have privileged access to niche temporarily materialized potential futures, as such they need to be equipped to not only make effective decisions about quality of life, but also be aware of the moral and ethical consequences of instantiating these futures in the wider world. As an aside, we are interested in ‘feeling around corners’ in reaction to an increasing tendency in commercial systems design to give up on larger-scale forethought and instead trust in Lean Emergence. We wish to preserve the Situatedness that comes from these ways of working (that is a corrective to temptations to ‘See like a State’ Planning), but nevertheless see the need for more forceful directedness, especially when negotiating societal challenges requiring strong, voluntary actions.]]>
The challenges our societies face, such as climate change, require radical innovation (Proactionary Principle [Fuller]). But the complexity of our societies also demand that we be more attentive to the consequences of those innovations (Precautionary Principle). The challenges we face are, after all, the result of previously unanticipated consequences. It is by definition not possible to anticipate ‘black swans,’ but we should perhaps expect more than to cultivate an anti-fragility that merely awaits shocks [Talib]. How then to develop rich senses of the consequences of innovations designed to respond to phenomena like climate change? We call this capacity ‘seeing around corners,’ since the aim is not merely to build a system model that can predict an end state, but instead to sense what is possible and likely once at the position of that end-state. An analogy would be the ability to forsee texting-while-driving whilst designing the user experience of a cell phone. Theoretically, the point would be that designers have privileged access to niche temporarily materialized potential futures, as such they need to be equipped to not only make effective decisions about quality of life, but also be aware of the moral and ethical consequences of instantiating these futures in the wider world. As an aside, we are interested in ‘feeling around corners’ in reaction to an increasing tendency in commercial systems design to give up on larger-scale forethought and instead trust in Lean Emergence. We wish to preserve the Situatedness that comes from these ways of working (that is a corrective to temptations to ‘See like a State’ Planning), but nevertheless see the need for more forceful directedness, especially when negotiating societal challenges requiring strong, voluntary actions.]]> Sat, 18 Oct 2014 03:21:15 GMT /slideshow/staging-systems-to-feel-round-the-corners-of-transition-design/40425205 cyetain@slideshare.net(cyetain) Staging systems to feel round the corners of Transition Design cyetain The challenges our societies face, such as climate change, require radical innovation (Proactionary Principle [Fuller]). But the complexity of our societies also demand that we be more attentive to the consequences of those innovations (Precautionary Principle). The challenges we face are, after all, the result of previously unanticipated consequences. It is by definition not possible to anticipate ‘black swans,’ but we should perhaps expect more than to cultivate an anti-fragility that merely awaits shocks [Talib]. How then to develop rich senses of the consequences of innovations designed to respond to phenomena like climate change? We call this capacity ‘seeing around corners,’ since the aim is not merely to build a system model that can predict an end state, but instead to sense what is possible and likely once at the position of that end-state. An analogy would be the ability to forsee texting-while-driving whilst designing the user experience of a cell phone. Theoretically, the point would be that designers have privileged access to niche temporarily materialized potential futures, as such they need to be equipped to not only make effective decisions about quality of life, but also be aware of the moral and ethical consequences of instantiating these futures in the wider world. As an aside, we are interested in ‘feeling around corners’ in reaction to an increasing tendency in commercial systems design to give up on larger-scale forethought and instead trust in Lean Emergence. We wish to preserve the Situatedness that comes from these ways of working (that is a corrective to temptations to ‘See like a State’ Planning), but nevertheless see the need for more forceful directedness, especially when negotiating societal challenges requiring strong, voluntary actions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stagingsystemstofeelroundthecornersoftransitiondesignrelease-141018032115-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> The challenges our societies face, such as climate change, require radical innovation (Proactionary Principle [Fuller]). But the complexity of our societies also demand that we be more attentive to the consequences of those innovations (Precautionary Principle). The challenges we face are, after all, the result of previously unanticipated consequences. It is by definition not possible to anticipate ‘black swans,’ but we should perhaps expect more than to cultivate an anti-fragility that merely awaits shocks [Talib]. How then to develop rich senses of the consequences of innovations designed to respond to phenomena like climate change? We call this capacity ‘seeing around corners,’ since the aim is not merely to build a system model that can predict an end state, but instead to sense what is possible and likely once at the position of that end-state. An analogy would be the ability to forsee texting-while-driving whilst designing the user experience of a cell phone. Theoretically, the point would be that designers have privileged access to niche temporarily materialized potential futures, as such they need to be equipped to not only make effective decisions about quality of life, but also be aware of the moral and ethical consequences of instantiating these futures in the wider world. As an aside, we are interested in ‘feeling around corners’ in reaction to an increasing tendency in commercial systems design to give up on larger-scale forethought and instead trust in Lean Emergence. We wish to preserve the Situatedness that comes from these ways of working (that is a corrective to temptations to ‘See like a State’ Planning), but nevertheless see the need for more forceful directedness, especially when negotiating societal challenges requiring strong, voluntary actions.

Staging systems to feel round the corners of Transition Design from Jabe Bloom

]]> 9501 8 https://cdn.slidesharecdn.com/ss_thumbnails/stagingsystemstofeelroundthecornersoftransitiondesignrelease-141018032115-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Monkey Mind Knowledge Work /slideshow/monkey-mind-knowledge-work-28279346/28279346 monkeymindknowledgework-131115064256-phpapp01
]]>
]]> Fri, 15 Nov 2013 06:42:56 GMT /slideshow/monkey-mind-knowledge-work-28279346/28279346 cyetain@slideshare.net(cyetain) Monkey Mind Knowledge Work cyetain <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/monkeymindknowledgework-131115064256-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Monkey Mind Knowledge Work from Jabe Bloom

]]> 1593 2 https://cdn.slidesharecdn.com/ss_thumbnails/monkeymindknowledgework-131115064256-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Lean agile scotland 2013 /slideshow/lean-agile-scotland-2013/26386734 leanagilescotland2013-130920104035-phpapp01
What is the value of Social Capital? Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST. This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems.]]>
What is the value of Social Capital? Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST. This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems.]]> Fri, 20 Sep 2013 10:40:35 GMT /slideshow/lean-agile-scotland-2013/26386734 cyetain@slideshare.net(cyetain) Lean agile scotland 2013 cyetain What is the value of Social Capital? Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST. This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leanagilescotland2013-130920104035-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> What is the value of Social Capital? Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST. This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems.

Lean agile scotland 2013 from Jabe Bloom

]]> 2101 4 https://cdn.slidesharecdn.com/ss_thumbnails/leanagilescotland2013-130920104035-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Speed design studio version4.6 /slideshow/speed-design-studio-version46/25245544 speeddesignstudioversion4-130814105800-phpapp01
Speed Design Studio is a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language. Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop.]]>
Speed Design Studio is a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language. Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop.]]> Wed, 14 Aug 2013 10:58:00 GMT /slideshow/speed-design-studio-version46/25245544 cyetain@slideshare.net(cyetain) Speed design studio version4.6 cyetain Speed Design Studio is a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language. Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/speeddesignstudioversion4-130814105800-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Speed Design Studio is a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language. Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop.

Speed design studio version4.6 from Jabe Bloom

]]> 10486 7 https://cdn.slidesharecdn.com/ss_thumbnails/speeddesignstudioversion4-130814105800-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Agile Winnipeg iteration 22 /slideshow/agile-winnipeg-iteration-22/21833281 agilewpgiteration22-130524080238-phpapp01
]]>
]]> Fri, 24 May 2013 08:02:38 GMT /slideshow/agile-winnipeg-iteration-22/21833281 cyetain@slideshare.net(cyetain) Agile Winnipeg iteration 22 cyetain <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agilewpgiteration22-130524080238-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" />

Agile Winnipeg iteration 22 from Jabe Bloom

]]> 1063 2 https://cdn.slidesharecdn.com/ss_thumbnails/agilewpgiteration22-130524080238-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Approach Avoidance: Heuristics for modeling systems with Kanban : LKNA13 /slideshow/approach-avoidance-heuristics-for-modeling-systems-with-kanban-lkna13/20496831 approachavoidance-heuristicsformodellingsystemswkanban-lkna13-130503141004-phpapp01
Deming’s heuristic for systems design “Cease dependence on inspection to achieve quality” is based not only on statistical explanations. Deming explains that the failure of inspection has deep psychological roots. Using Deming as an inspiration, this talk will explore 3 psychological and sociological concepts and how they can affect teams and organizations. For each concept we’ll explore heuristics for improving group and team dynamics, and how we might use them to model a system utilizing kanban which may begin to enable the system to evolve toward a more effective and rewarding work process and better business outcomes.]]>
Deming’s heuristic for systems design “Cease dependence on inspection to achieve quality” is based not only on statistical explanations. Deming explains that the failure of inspection has deep psychological roots. Using Deming as an inspiration, this talk will explore 3 psychological and sociological concepts and how they can affect teams and organizations. For each concept we’ll explore heuristics for improving group and team dynamics, and how we might use them to model a system utilizing kanban which may begin to enable the system to evolve toward a more effective and rewarding work process and better business outcomes.]]> Fri, 03 May 2013 14:10:04 GMT /slideshow/approach-avoidance-heuristics-for-modeling-systems-with-kanban-lkna13/20496831 cyetain@slideshare.net(cyetain) Approach Avoidance: Heuristics for modeling systems with Kanban : LKNA13 cyetain Deming’s heuristic for systems design “Cease dependence on inspection to achieve quality” is based not only on statistical explanations. Deming explains that the failure of inspection has deep psychological roots. Using Deming as an inspiration, this talk will explore 3 psychological and sociological concepts and how they can affect teams and organizations. For each concept we’ll explore heuristics for improving group and team dynamics, and how we might use them to model a system utilizing kanban which may begin to enable the system to evolve toward a more effective and rewarding work process and better business outcomes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/approachavoidance-heuristicsformodellingsystemswkanban-lkna13-130503141004-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Deming’s heuristic for systems design “Cease dependence on inspection to achieve quality” is based not only on statistical explanations. Deming explains that the failure of inspection has deep psychological roots. Using Deming as an inspiration, this talk will explore 3 psychological and sociological concepts and how they can affect teams and organizations. For each concept we’ll explore heuristics for improving group and team dynamics, and how we might use them to model a system utilizing kanban which may begin to enable the system to evolve toward a more effective and rewarding work process and better business outcomes.

Approach Avoidance: Heuristics for modeling systems with Kanban : LKNA13 from Jabe Bloom

]]> 3059 3 https://cdn.slidesharecdn.com/ss_thumbnails/approachavoidance-heuristicsformodellingsystemswkanban-lkna13-130503141004-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 Multi Hypothesis Design Studio /slideshow/multi-hypothesis-design-studio/18692214 multihypothesisdesignstudio-130412124222-phpapp01
Notes for the attendees of LeanUXNYC Design Studio]]>
Notes for the attendees of LeanUXNYC Design Studio]]> Fri, 12 Apr 2013 12:42:22 GMT /slideshow/multi-hypothesis-design-studio/18692214 cyetain@slideshare.net(cyetain) Multi Hypothesis Design Studio cyetain Notes for the attendees of LeanUXNYC Design Studio <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/multihypothesisdesignstudio-130412124222-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Notes for the attendees of LeanUXNYC Design Studio

Multi Hypothesis Design Studio from Jabe Bloom

]]> 1167 4 https://cdn.slidesharecdn.com/ss_thumbnails/multihypothesisdesignstudio-130412124222-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 LeanTX /slideshow/lean-ux-nyc-working/18683560 leanuxnycworking-130412093249-phpapp01
How can we better experience our working?]]>
How can we better experience our working?]]> Fri, 12 Apr 2013 09:32:49 GMT /slideshow/lean-ux-nyc-working/18683560 cyetain@slideshare.net(cyetain) LeanTX cyetain How can we better experience our working? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leanuxnycworking-130412093249-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> How can we better experience our working?

LeanTX from Jabe Bloom

]]> 2500 5 https://cdn.slidesharecdn.com/ss_thumbnails/leanuxnycworking-130412093249-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

http://activitystrea.ms/schema/1.0/posted

1 https://cdn.slidesharecdn.com/profile-photo-cyetain-48x48.jpg?cb=1625087179 Jabe Bloom has led teams and companies and developed software and products for almost 20 years. He has served as a Chief Architect, Principal Technical Director and Chief Technical Officer. In each of these roles his focus has been on connecting creative, ideation processes with software engineering and operational excellence. Jabe’s deep practical experience, constant experimentation, and extensive theoretical investigations and readings inform his public speaking and provide a foundation for his active mentorship to colleagues, clients and entrepreneurs. As a consultant, public speaker and writer, he works with a diverse clientele. He advises and trains clients on innovation and flow t... blog.jabebloom.com https://cdn.slidesharecdn.com/ss_thumbnails/threeframesdevopsdaysatlslideshowpublished-190409175834-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/three-frames-devopsdays-atl/140204247 Three frames DevOpsDay... https://cdn.slidesharecdn.com/ss_thumbnails/rsd5-timeandtransitionaspresented-161016162719-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/time-and-transition-rsd5/67246923 Time and Transition : ... https://cdn.slidesharecdn.com/ss_thumbnails/stagingsystemstofeelroundthecornersoftransitiondesignrelease-141018032115-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/staging-systems-to-feel-round-the-corners-of-transition-design/40425205 Staging systems to fee...