Ben Mosior’s Post

Transcript

Well, there's a step before looking at a system and making a prediction about what the system might do, and that step before something like just making sense of what the hell the system is, or does it at all. I hear like getting getting oriented to the system like this disorientation. What did he say? I don't mean simply being able to make predictions with a high degree of probability. I mean that experience in some situations of not being able to make sense of what's going on. So that that feels like disorientation to me, like what is even happening right now. Yeah, I think so. Like again, you might be in operations, right? You might be, you and I have both done operations roles in the past. We've I've done software development roles and you've done creative innovation roles as well. I know you did some for me, so I know you know how to do that work too. But sometimes you see the system and all you're doing is trying to like increase its effectivity or its efficiency. And in that case, it's like you, you can make these predictions. There's a loop that's occurring. And because you can see the loop occurring over and over again, you can ask questions of like. Can we make the cost of going around the loop smaller? Create efficiencies. Or can we increase the likelihood that the loop closes effectively? Like 80% of the time? It closes right now, but we tweaked it a little bit and now it closes 82% of the time, right? So I've got like a guitar manufacturing plant or something and like, wow, OK, we seem to be able to push out five guitars an hour off the other end of the conveyor belt. There's a loop there of guitar completion. There's a guitar, but there's another guitar. So we can ask questions about the process, we can ask questions about the repeatability or, or the ability to make sense of what went wrong when the guitar fell off the conveyor belt at the wrong place or something like that, right. Versus that, that like true innovation moment or the in operations, you might call it an incident moment, right where it's literally like. Oh no, we don't know what's happening. Why is there smoke exactly? The reason the system isn't currently running is because we don't know how to turn it back on. So there's this moment in which the uncertainty just is, is a different kind of uncertainty. It's not an uncertainty about like, why didn't it quite work? It's an uncertainty about literally what is it doing right now? Yeah. Yeah. That makes sense. Like, you have, there's a there's a step in the process of producing guitars and it's got this like awesome robot machine thing that has to like. I don't know, do a bunch of like assembly and oh, it's just like stopped working when it's doing a software update. I didn't ask you to do that. What's happening I can't even make sense of. And so that like it makes me think of that version of it makes me think of like the work of somebody like all SPA who's really interested in the way how do people communicate when that uncertainty becomes so high that there's a lot of pressure. We're under criterion a crisis. We have to solve this thing. There's a lot of information and we can't even really quite talk to each other yet about the system because we just don't, doesn't. The system doesn't currently make sense. Yeah, yeah.