Vaughn Vernon’s Post

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Software Ecologist, Architect, Modeler | Optimizer of Teams and Individuals | Domain-Driven Design and Systems Transformation

Not all communication is equal. Most software developers and management will argue vigorously the opposite. #DDDesign #ConwaysLaw #TeamTopologies 1. A puzzling take on team communication is that some subset of people on a team of any size must communicate well, while another subset doesn't. 2. Another puzzling idea is that everyone on the team will achieve sense giving and sense reading on the same level. (Although few would actually know what sense giving and sense reading are.) 3. There's also the practice of management forming teams and selecting team members in a vacuum, arbitrarily, with no feedback from technical leaders. 4. There's the extreme opposite of 3, that of full self-selection of teams. The first two of these are not true. Sure, humans and sometimes agree on where to eat lunch or the colors for a team room. Yet, agreeing on the same mental model of a complex software problem and solution just won't easily or even simply happen. Every single person, even identical twins, have different default concepts and heuristics, because they've all learned and experienced things differently and separately. Besides that some blank out on audible or visual, or at least favor one over the other. It takes a lot of careful communication, which is not only audible or written. It requires visualization of concepts, example scenarios written and visual, and patient reputation. The second pair of assumptions are likewise nearsighted. While point 3 is the worst of the two, even team self-selection can lead to deficiencies. One team with a lot of experience and skill could self-select on a clear or complicated problem, while another team could self-select and be ill-equiped to solve a complex problem. Note: Some highly skilled developers work on low-complexity problems so they can introduce complex technical mechanisms, tools, and software development approaches for fun. #TeamTopologies refers to this as cognitive load and focuses on decreasing cognitive load of all teams, with the first priority on stream-aligned teams. The primary problem with all kinds of team compositions is management (a) viewing all developers as equally skilled cogs, (b) not knowing how to determine levels of complexity, and (c) having little idea what's going on within teams. Skill here means mental capacity, clear, concise, complete communication; commitment; technical and software development capabilities; and willingness to challenge everything that they currently assume. This all traces back to Conway’s Law and what I refer to as Conway’s First Axiom: - Communication matters most - First designs are rarely the best - Flexible is required to improve and possibly reform teams based on the need to improve communication and possibly other skills Don't take these for granted. Keep a pulse on all teams involved in a system solution. Adjust as necessary.

Wonderful post. The problem I have found is "communication" and projecting too much expectation on it in a world of distributed teams, cross-cultural and known human communication failure (on a good day people's attention span is a problem regardless of how well they "click") Communication - "This sequential modification of information is called transmission chaining in the context of cultural evolution research, and is primarily used to identify the type of information that is more easily passed on from one person to another." A few months back I had a wonderful discussion with Erin W. about ontologies and one thing I noted, and I stand by it (as a second language English speaker looking with a lot of interest how people use language and my experiments - on myself and teams/contexts): I can guess how dysfunctional an org is based on how much it relies on communication mostly for its operation (in whatever shape and model it is) - it will also tell me that the higher percentage/weight communication becomes critical in an operation (it naturally will happen if not intentionally and incrementally solved) - the less aware an org or team is about cultural differences, mitigating for it and prone to collaboration failure

James Peckham

AI Generator Operator

1w

TIl sensegiving name for what I've called skid greasing or lubing. Ie "how'd you like that lube job we got about the reorg at the all-hands meeting?"

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Ravi Kumar

Leader, Technologist and Expert in Digital products

1w

Agree! Thanks for sharing

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