avatarVictoria Ichizli-Bartels

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Abstract

oned Product Goal. Hence it is important that the Increment is an actual, done, working thing that can be experienced and inspected. So no… not a <i>concept </i>of that thing, like designs, wireframes, sketches, architecture drawings, database models, technical specification documents, and whatnot. These are <b>not</b> considered <i>working </i>increments. You can’t cheat your way back into Waterfall by considering the Increment to be one of those. Sure, some of these may be needed to come to a working Increment (but probably not as much as some might think).</p><p id="be08">Overproduction and excessive by-production is the most harmful source of waste. Don’t fall into the trap of sharing Big Design’s Up Front (BDUF), requirement docs, and architecture specs. These instantly set expectations that are nearly always impossible to meet, let alone exceed. They say little or nothing about feasibility, level of quality, and speed of development, and need for maintenance of the actual product.</p><p id="d8d8">Remember, with Scrum, this holistic picture emerges and changes throughout the product lifecycle.</p><figure id="f976"><img src="https://cdn-images-1.readmedium.com/v2/resize:fit:800/1*DmqQWmb4uXtjjwzZ0j7ywg.png"><figcaption></figcaption></figure><p id="b58f">Sure a designer or architect may draft these artifacts as exercises to get a more <i>holistic </i>picture, yet should be careful about sharing these outside the team as they often set unrealistic expectations.</p><p id="7743" type="7">The working product is the primary measure of progress.</p><p id="266d">Great visual design only says something about the quality of the vision and the talent of the visual designer. You can’t tell how good and fast the team is at delivering that which is needed in the end: a working product. It doesn’t tell anything about the quality produced or the stability of the finished product. It tells little to nothing about the function or behavior. You get a whole lot of <i>nothing</i> that sets a whole lot of expectations.</p><p id="9000">I know a great childhood story about just that…</p><h1 id="6237">The Emperor’s Clothes</h1><p id="1c2c">Perhaps such a complicated, confusing, and abstract term like <i>empiricism </i>can best be told through a childhood story; and maybe I can be cheeky in creating a connection to the word ‘Emperor’ too.</p><p id="a9ec">Remember <i>The Emperor’s Clothes</i> by Hans Christian Andersen?</p><p id="5fcc"><i>Try to apply this narrative to your organization:</i></p><p id="adfa">This story is about a vain emperor who really likes to show his worth by displaying only the finest attire. The Emperor continues to demand even better quality until the weavers are at a loss on how to achieve this. Nothing can be produced that is good enough yet his demands only go up. This is until some devious men show up and explain they use only the finest fabric available — so fine even, that it is only presentable to those who are wise or pure and are fit to hold their title or position.</p><blockquote id="e067"><p>“If I wore them, I would be able to discover which men in my empire are unfit for their posts. And I could tell the wise men from the fools,<i>” the Emperor thought.</i></p></blockquote><p id="5067">Thus the Emperor gave the order…</p><blockquote id="7b88"><p>“I’d like to know how those weavers are getting on with the cloth,”<i> the Emperor thought, but he felt slightly uncomfortable when he remembered that those who were unfit for their position would not be able to see the fabric. It couldn’t have been that he doubted himself, yet he thought he’d rather send someone else to see how things were going.</i></p></blockquote><p id="247d">And so the Emperor sends in his best and most trusted minister.</p><blockquote id="e0bb"><p>“Heaven help me,” <i>he thought as his eyes flew wide open</i>, “I can’t see anything at all”. <i>But he did not say so. </i>“Can it be that I’m a fool? […] Am I unfit to be the minister? It would never do to let on that I can’t see the cloth.”</p></blockquote><p id="f149">Just to be sure, the Emperor sent other emissaries. All were tremendously positive about the quality and the colors of the fabrics used in the production. The word soon spread through the town.</p><p id="7548">When the Emperor receives his new attire, a charade is put up to dress him in this invisible attire.</p><figure id="d60c"><img src="https://cdn-images-1.readmedium.com/v2/resize:fit:800/1*YOpGmJnynhY8QJObunwQxw.jpeg"><figcaption></figcaption></figure><blockquote id="fdf9"><p>“What’s this?” thought the Emperor. “I can’t see anything. This is terrible! Am I a fool? Am I unfit to be the Emperor? What a thing to happen to me of all people!” — “Oh! It’s <i>very</i> pretty,” he said. “It has my highest approval.”</p></blockquote><p id="199b">And so it came to be that the Emperor was spectacularly paraded naked through town, and the men and women in the audience, confused at first, looked around and heard the shouts, “Oh, how fine are the Emperor’s new clothes! Don’t they fit him to perfection?”</p><p id="660a">And so the crowd cheered, and the Emperor thought,</p><blockquote id="1cfb"><p>“What an amazing success!”</p></blockquote><p id="b308">But then an innocent little child said…</p><p id="5c61" type="7">“But he isn’t wearing anything at all!”</p><p id="db37">The Emperor, ashamed though noble as he was, continued his walk even more resolved than before.</p><blockquote id="2754"><p>“This procession has got to go on.” he thought.</p></blockquote><p id="8e0c">Now I love this story and find it bizarrely fitting to the modern corporate landscape. It also touches on both transparency and visibility. Everyone is so focussed on what <i>should</i> be, that everyone is ashamed and afraid to <b>inspect</b> and <b>call out </b><i>what actually is. </i>Even the Emperor failed to inspect the progress being made, fearing what he’d see until confronted at the very last moment when expectations are set… <i>and the show must go.</i></p><p id="4cee">Now consider the <a href="https://readmedium.com/the-ceos-new-clothes-24e657195

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4a5">Emperor to be the CEO</a>, the clothes to be the product, the minister as the Product Owner, and the weavers to be the Development team. The audience as stakeholders, and the little innocent boy is the end user.</p><p id="8cac" type="7">“But this Increment doesn’t do anything at all!”</p><p id="ff6c">The little boy shouted out during the Sprint Review. Presenting a PowerPoint isn’t a demonstration of a working product.</p><h1 id="0939">Observe what is</h1><p id="2f9a">Thus <b>transparency</b> requires all aspects to be commonly observed and understood with open honesty.</p><p id="a9f7">Decisions and expectations are (or should be) based on the perceived state of the Increment and related artifacts (that say something about the potential to-be state of the increment).</p><p id="c3f2">When these observations aren’t complete or correct, or if there are different understandings about the perceived state, <b>decisions will be flawed</b>, progress will not be predictable, the risk is not controlled, conflict will occur and <b>value goes down the drain</b>.</p><figure id="98ff"><img src="https://cdn-images-1.readmedium.com/v2/resize:fit:800/1*5Q8Y2VLmTkyHYEZPzeO1fQ.png"><figcaption>boo!</figcaption></figure><p id="947b" type="7">When you are not looking at the boo’s, poor decisions will be made and they’ll come back to haunt the team.</p><p id="e8ee">What if all the bad stuff is obvious but not called out? What if it is, but ignored? The military calls this S.N.A.F.U. or Situation Normal All Fucked Up.</p><p id="a0a9">Now, having read all this, please think for a minute about the value of the Daily Scrum and the Sprint Review in relation to transparency. If someone is late, or absent during one of these sessions… or what if a team member isn’t completely open about progress made, or impediments encountered? how does this impact transparency? What if the team doesn’t collectively collaborate daily on the Product Backlog, or Sprint Backlog… what risk does this introduce?</p><p id="a8c1">Another result of poor transparency is <i>Technical Debt</i>. Technical Debt is the result of those poor choices made. <b>Technical Debt is scary stuff.</b></p><p id="73d9">The primary culprit I have witnessed/observed/experienced is that estimations set expectations and are thus treated like deadlines. This happens when developers are <i>encouraged </i>to make something <i>appear</i> done within a given timeframe, rather than taking the time actually to make it right. <i>“We’ll fix/improve it later” </i>is a mantra that kills products<i>.</i></p><p id="9c52">Definitions of Done create transparency over the Product Increment. I’ll cover this more in the next episode on Inspection.</p><h1 id="aff5">The Scrum Master and Transparency</h1><blockquote id="7172"><p>“The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency […]. This work usually involves learning, convincing, and change.” <i>— The Scrum Guide 2017</i></p></blockquote><p id="e4af">So how can you, as Scrum master, best contribute to this fundamental pillar of Scrum?</p><p id="e6ee">Well, for example, a Scrum Master can</p><ul><li>Coach the Product Owner in clearly communicating the Product Goal.</li><li>Coach the Scrum Team in living the Scrum Values.</li><li>Teach the Scrum Team and Stakeholders about the Scrum Framework.</li><li>Facilitate Scrum events which provide opportunities to create transparency about the current state of affairs, enabling inspections toward goals.</li><li>Make sure the events start on time, everyone is present, and that they are truly eventful and not ceremonial conclave.</li><li>Be open about mistakes.</li><li><a href="https://readmedium.com/untold-stories-what-are-they-not-telling-you-6e06905469f0">Provoke untold stories</a>.</li></ul><p id="b371">A Scrum Master can also listen actively and ask powerful questions such as:</p><ul><li>“Let’s take a look at this together?”</li><li>“Do you want to work on this together?”</li><li>“Is this right?”</li><li>“What do you think about this?”</li><li>“Do you think the same?”</li><li>“What’s the first next step?”</li><li>“What can you do <i>now</i>?”</li><li>“How would <i>you</i> go about this?”</li><li>“How can we make this <i>even better</i>?”</li><li>“Did we miss anything?”</li><li>“Is this how it should be?”</li><li>“How are you?”</li></ul><p id="fbc3">There is much more the Scrum Master can and should do and we’ll cover this later when we address the role of the Scrum Master in its very own episode.</p><blockquote id="0dfe"><p>“ The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t.”</p></blockquote><p id="a429">Continuing this series, I will cover each accountability, event, and artifact to illustrate how those relate to transparency. But first, I will cover the next two pillars. Inspection and Adaptation.</p><p id="dc51"><b>Continue to episode three:</b></p><div id="f2f8" class="link-block"> <a href="https://readmedium.com/empiricism-inspection-part-one-cc4cd8bf98a8"> <div> <div> <h2>Empiricism: Inspection, Part One</h2> <div><h3>Road to PSM III — Episode 3 Part 1</h3></div> <div><p>medium.com</p></div> </div> <div> <div style="background-image: url(https://miro.readmedium.com/v2/resize:fit:320/1*zvdBaFSNeaRQy_C2b3CCsA.png)"></div> </div> </div> </a> </div><p id="17a4">The Road to PSM III is being updated to the 2020 edition of the Scrum Guide and new standards for PSM III assessment.</p><h2 id="b529">Join the Road 2 Mastery</h2><figure id="a703"><img src="https://cdn-images-1.readmedium.com/v2/resize:fit:800/1*qsg-zjcnz5A8B1xmBbdIfw.png"><figcaption><a href="https://readmedium.com/your-invitation-to-the-serious-scrum-slack-workspace-f424aeea4093?sk=e8334e6ee505a85ae6b9d2a1ce37219c">Do you want to write for Serious Scrum or seriously discuss Scrum?</a></figcaption></figure></article></body>

How to Be Aware that You Are Your Own Anthropologist

Photo by Eugenia Maximova on Unsplash

Self-discovery isn’t meant to be painful. If it is, then you’re working on yourself, lost in the story of your life, or simply resisting what is. –Ariel & Shya Kane, Practical Enlightenment

Introduction to awareness

You might agree that to play fun, self-motivational, and uplifting games you first need to design them. You need to be the designer of your games.

Great game and gamification designers have one thing in common. They don’t judge what they see in themselves and the players of their games. Instead, they observe and learn to be aware of what their players want, like, and need in games to experience them as fun, and to fortify happiness.

Let’s see what awareness means and how you can tap into its power of enlightenment.

Awareness occurs when you observe yourself non-judgmentally. Award-winning authors, Ariel and Shya Kane, whose work I quote many times in my books and articles, define awareness as follows:

A nonjudgmental, non-preferential seeing. It’s an objective, noncritical witnessing of the nature or what we call the ‘isness’ of any particular circumstance or situation. It can be described as an ongoing process in which you are bringing yourself back to the moment, rather than complaining silently about how you would prefer this moment to be. — Ariel and Shya Kane, Practical Enlightenment

So to be aware, you don’t have to do anything complex or difficult. All you need to do is to look around and observe. This observation includes seeing and listening without validating what you see or hear. It is about discovering anew without comparing to what you already know. Such seeing and listening bring to any moment a newly experienced crispness and freshness.

Let’s see how you can enable such non-judgmental seeing for yourself, the world around you, and your thought processes when you respond to what life brings your way.

Be your own anthropologist

Ariel and Shya Kane suggest something quite brilliant in their award-winning books, radio show Being Here, and live seminars. They invite the readers, listeners, and participants of their workshops to study themselves, those around them, and the circumstances they are in as anthropologists would do, non-judgmentally.

This suggestion is utterly simple and at the same time extremely profound.

Here is what they say in their award-winning book How to Have A Match Made in Heaven: A Transformational Approach to Dating, Relating, and Marriage,

Practice your anthropological approach. Pretend you’re a scientist observing a culture of one — yourself. The trick is not to judge what you see, but to neutrally observe how you function, including your thought processes. Awareness and kindness are key. — Ariel and Shya Kane

Before we discuss this in more detail, let’s see what anthropology is.

Anthropology is

“the scientific study of the origin, the behavior, and the physical, social, and cultural development of humans.” — The Free Dictionary

When anthropologists study and talk about a culture they mean

the whole set of information a human mind uses to describe what the world is like and what’s appropriate behavior for living in that world. Cultural differences are basically different conceptions of what is appropriate in a given situation. — Cameron M. Smith, Anthropology For Dummies

I believe that the best game and gamification designers must also be anthropologists. Because as I suggested above, they don’t judge what they see. They learn as much as they can about the players of their games because they are utterly invested in the interests and needs of their players.

Here is what I discovered about anthropology:

One foundation of anthropology is the comparative approach, in which cultures aren’t compared to one another in terms of which is better than the other but rather in an attempt to understand how and why they differ as well as share commonalities. This method is also known as cultural relativism, an approach that rejects making moral judgments about different kinds of humanity and simply examines each relative to its own unique origins and history. — Cameron M. Smith, Anthropology For Dummies

Maybe that is why anthropologists are:

  • Non-judgmental,
  • Utterly curious about what’s in front of them,
  • Often diving into and actively engaging with the culture they are studying,
  • Immensely interested in understanding the culture they are studying, as well as its motivations, without judging or labeling them.

Now imagine being like that towards yourself!

It is possible.

The recipe for this is again a little pause and non-judgmental observation. It can help and works wonders.

As I learn more about gamification in general, I have the growing feeling that the field could tremendously profit from the anthropological, which is non-judgmental observation and study of those who play a particular game or use a specific gamified system. Independent of age, gender, or any other social group. Each generation, each group of people, is a “culture” of its own.

And each age group could learn from another. So, even games for the smallest children could inspire creative mechanisms for gamification design for adults, making various activities as effortless and enjoyable as possible.

In fact, Mitchel Resnick, the LEGO Papert Professor of Learning Research, Director of the Okawa Center, and Director of the Lifelong Kindergarten group at the MIT Media Lab insists in his acclaimed book Lifelong Kindergarten: Cultivating Creativity through Projects, Passion, Peers, and Play that traditional kindergarten play should be introduced into the “adult” and corporate world to make it more productive, efficient, welcoming, and creative.

However, not only are there differences between groups of people and every person in general, but each of us also differs depending on circumstances, situations, and states of mind. Therefore, observe and learn from what you see about yourself. You might discover something you never expected.

For example, I discovered at some point that when doing arithmetic calculations in my head, I wasn’t using the languages I expected. I applied neither my mother tongue, Romanian (still used with my mother, sister, and niece), nor Russian (the language I spoke during my school, kindergarten and university years), nor English (which I predominantly used to communicate with my colleagues at work).

Instead, I was using German, the language I was only just starting to learn (being just one or two years after I’d moved to Germany, and while I was still attending language lessons). I can’t recall now which language I had used previously for such mental sums, but it must have been either Romanian, Russian, or English, the languages I spoke fluently at the time.

I couldn’t believe it when I became aware of it, and tried to guess the reason. I think it is because the German system of putting the units before the tens when naming the numbers was so unusual to me that I practiced it over and over, and in so doing it then became automatic for me to use German when making simple calculations.

Even today when I speak to my mother, and we both need to add or subtract in our heads, each of us does it in a different language, she in Romanian and I in German, even if we use Romanian for the rest of the conversation. This discovery was a big shock both for me and those who observed me calculating quickly out loud in German for the first time.

At this point, I would like to ask you to take a couple of moments and reflect on whether you have had a similar “self-revelation.”

Use a notebook and a pen or your computer to write down these “surprises” when you try to observe yourself non-judgmentally. Record the first revelations that come to your mind.

I invite you to do this exercise now and again. You might discover abilities and potential that you didn’t think you possessed, by just being here and being interested in what is happening inside and outside yourself.

So when you turn your life into games, don’t be “only” the designer and the player — first and foremost you should start by being your own anthropologist.

From Self-Gamification Happiness Formula: How to Turn Your Life into Fun Games.

Related stories:

P.S. Feel free to share the surprises about yourself you discover when you study yourself anthropologically. I’d love to read them in the comments. To keep in touch, subscribe to my newsletter, Optimist Writer.

About the author:

Victoria is a writer, instructor, and consultant with a background in semiconductor physics, electronic engineering (with a Ph.D.), information technology, and business development. While being a non-gamer, Victoria came up with the term Self-Gamification, a gameful and playful self-help approach bringing anthropology, kaizen, and gamification-based methods together to increase the quality of life. She approaches all areas of her life this way. Due to the fun she has, while turning everything in her life into games, she intends never to stop designing and playing them.

Self-awareness
Gaming
Game Design
Anthropology
Inspiration
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