Initial mindset
The nodes are where the actual work happens, where value creation effectively takes place. Therefore, they receive primary attention. Intuitively, we prioritize these nodes over the connections. It’s only logical. This approach is highly effective as long as the environment is simple enough, the left side of the Productivity Hill.
Industrial mindset 🏭
In a team context, we refer to the boxes as resources, each with its own function profiles and responsibilities. Everyone is assigned a specific role within a team, and each team is assigned a role and responsibility within an organization. In doing so, we delineate and structure, essentially building walls of control. Collaboration and dependencies between these nodes need to be managed, necessitating hierarchical control structures.
Our human thinking happens in 2 steps. Modeling and thinking based on that model.
we always simplify the reality before we start contemplating, The model enables quick decision making, however not without error, as it is not the reality itself. It evolves based on experiences, but fundamental changes are not accepted that easily though.
A different mindset can be seen as a fundamental difference of this model.
In the scope of this site, the model can often be simplified into boxes and the connections. In one mindset, we prefer to think mainly in terms of boxes, while in another, we force ourselves to mainly consider the connections between the boxes. This can and will lead to very different, even contradictory decisions. Up to us to be aware and choose the right model for the right environment.
Changed mindset
The connections represent the interactions between the boxes and the environment the boxes are operating in. These interactions are the main contributor to complexity . The more lines the more we experience complexity, at a certain level resulting in productivity drop, the right side of the Productivity Hill.
Agile mindset 🧪
Connections between the boxes primarily manifest themselves in dependencies, so virtual walls, between team members. These dependencies must be managed, adding complexity to the system. Tearing down these virtual walls is therefore a good strategy for reducing complexity. Is it a surprise that the the first value in the agile manifesto is about the interactions ?