Archive for February, 2012

Complicated systems reduce your flexibility.

Sunday, February 12th, 2012

Once upon a time, I used to work in the heart of London, in Covent Garden to be exact, as a freelance web developer.

However, during that period, I lived in Brighton, so every morning, I would wake up at some ungodly hour, pop myself on the train and commute up to London Victoria, where I would hop on the circle line eastbound and jump off at Embankment. Then do the reverse in order to arrive home in Brighton for around 8pm.

One sunny July day, I had finished a day of CSS template-ing for a certain government website and was on my merry way home to Brighton.

I had walked from Covent Garden, down Garwick Street, and onto the Strand. The air was warm and moist, I was wearing a shirt and had a backpack on with my laptop containing the day’s code, I could feel myself begin to break a sweat.

I made it down the always bustling Villiers Street to the entrance of embankment tube station, the people traffic was flowing quite smoothly. My head was full of thoughts about borders, margins and fonts. In a mindless move, I pulled out my Oyster card, ready to swipe at the automatic swing door gate.

oyster-card-barrier1

While I was pulling out my card, I noticed two people ahead of me was a man (I think) that I can only describe as morbidly obese.

In an unfortunate series of events, he swiped his card, the doors open, he went through, and…

He got stuck.

In the middle of the automatic doors.

Which as part of their anti-cheating policy tried to close, but couldn’t.

So the alarm went off.

As the alarm went off, his attempts to free himself got more and more frantic.

Somehow, he wedged himself higher and higher, until his feet were no longer touching the ground and he was flailing with all available limbs in midair while he was stuck inbetween the doors.

In my commuter mindset, long before the alarm had gone off, I had subconsciously seen the potential delay and already moved to the smaller queue to the left and made it through the barriers.

As I looked back, my final vision of this appallingly tragic but also somehow comical situation was : a hot sweaty fat man, with a bright red face, stuck, trying to escape the barriers, being pushed through from one side by a helpful citizen, and with a loud siren piercing the airwaves meaning everyone in the near vicinity had turned to gawp in dismay at the unfolding events like a live episode of you’ve been framed.

I’m pretty sure this is not what the system designers had envisaged when they sat round thinking, “how can we stop people cheating the system.” but unfortunately some bright person said, “I know! Technology is the answer!”.

In Berlin, Germany, we don’t have barriers for the tram (advanced bus), u-bahn (underground) or s-bahn (overground).

Sometimes a conductor gets on the train to check your ticket and fine you if you don’t have one. Sometimes not. It’s a very simple system. It required no large investment in infrastructure and it solves the problem adequately.

Most importantly, I have never seen a fat person get trapped in the barriers in Berlin.

The thing is, people, in general, have a tendency to abuse the tools we have, to make solutions to problems more complex than they neccesarrily need to be. It’s sad but true. You see, it makes us feel more valuable, it makes our existence seem a bit more worthwhile and our pay checks justified. Who could blame us?

As Dan North said :

We are all complex-a-holics.

Ultimately, simplicity rules, maybe it’s time to ask yourself:

Is what you’re doing as simple as it could be?

Everything you know about organisations is (probably) wrong.

Tuesday, February 7th, 2012

Remember the film “The Matrix?”

The character Neo is locked in a dead-end job, with no friends to speak of and a generally sucky, reclusive lifestyle schackled to his desk. That’s until he stumbles across something mysterious on his computer, called “The Matrix”.

After tracking down some people who know what “The Matrix” is all about, he eventually ends up with a choice of two pills, one red and one blue.

redpillbluepill

The blue pill allows him to continue on with his normal life, none the wiser, having forgotten everything. Same stress, same frustrations, no change.

The red pill however, will allow him to escape the matrix and enter into the ‘real’ world outside, to become part of a apocalyptic war between man and machine.

If you think in his shoes, you would have chosen the blue pill. You probably don’t want to read the rest of this post, or indeed this blog.

Oh and by the way, so you know, once you take the red pill, you can never go back. Ever. Ok?

To start, just for a moment, take a leap of faith, and let’s play the what if game.

What if :

  • everything that school taught you was wrong.
  • every job you ever worked in, was based on this incorrect assumption learned from school.
  • Newspapers, books, television, radio, websites, politicians, businessmen and even super stars, repeated over and over again this incorrect assumption, until it was so ingrained into your psyche that you didn’t even realise it could be different.
  • your boss, your friends, your colleagues even your family, all believed this assumption.
  • It would be pretty hard to believe that it was wrong? Right?

    Yet over the course of Human history, these events have occurred repeatedly. We even have a name for them, they are called “Galileo Events”. Their name comes from the famous Astronomer Galileo who supposed that rather than the earth being the center of the universe, the earth orbited the sun, a belief at the time so blasphemous that he was sentenced to prison for his whole remaining life.

    Something we now take for granted as being correct, was once utterly incorrect, yet, universally accepted, taught and actively reinforced. And it wasn’t a one off.

    So then I should not be surprised, when I find myself on the abyss of my own Galileo moment concluding:

    Everything you know about organisation structure, is (probably) wrong.

    Having read W. Edwards Deming’s - Out of the crisis, Dee Hocks books on visa, and Peter Senge’s work on the fifth Discipline, I finally have reached the same conclusion:

    We are in a period of massive institutional failure.

    Of which we can’t see because the failed system is drilled into us like propaganda from an early age, from when we have implicit trust and no frame of reference, the place where we spend our most formative years. School. Is the first such institution that fails us and try’s to convince us to believe that learning is centralised, finite and the goal of learning it to get the answer ‘right’. This is the modern day equivalent of saying the world is flat, yet all traditional thinking about organisations (and leadership) is based upon it.

    Think about it. Hard.

    We live in a society where :

    • Schools can’t teach children.
    • Health-care systems can’t care for your health
    • Housing systems don’t house people.
    • Agriculture irreversibly destroys the land it uses
    • Food that has no nutritional value
    • Transport systems that can’t get you where you need to go
    • Corporations don’t co-operate
    • Police can’t enforce the law.
    • Armies can’t win wars.
    • Justice systems are no-longer just
    • Government’s can’t govern.
    • Economics that can’t economize.

    And yet, everyones first instinct is to assume the people who work in the organisation are to blame - because there’s no other option. The institution is sacred and always right…

    Isn’t it?