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1 6. Forskellige mennesketyper Myers-Briggs De 4 temperamenter Cargo Cult Software Engineering Proces-orienterede organisationer Forpligtelses-orienterede organisationer Slide no.: 1 Efter denne lektion skal du: Kende til forskellige mennesketyper Kunne karakterisere et socialt netværk ved hjælp af begreber som mennesketyper, temperamenter, og proces versus forpligtelsesorientering Slide no.: 2

2 Mennesketyper? Menneske Type 1 Type 2 Type... Type N-1 Type N Slide no.: 3 Myers-Briggs typer Extrovert Introvert E I Sansning intuition S N Tænkning Følen T F Vurderende ( Judging ) Perciperende J P Slide no.: 4

3 Extrovert & Introverte Får energi udefra Behov for samvær med andre Åbne og snakkesaglige Søger bredde Handler først Kan synes at introverte er uselskabelige Får energi indefra Behov for være alene Stille og vanskelige at komme til at kende Søger dybde Overvejer først Kan synes at extroverte er overfladiske Slide no.: 5 Sansning & intuition Optaget af nu et Foretrækker praktisk og konkret arbejde Ser de enkelte dele Starter ved A, så B Holder af gennemprøvede procedurer Ser N er som flyvske Optaget af fremtiden Foretrækker abstrakt og teoretisk Ser helheder og mønstre Starter hvor som helst Holder af ændringer og variation S er er materialistiske Slide no.: 6

4 Tænkning & Følen Træffer beslutninger ud fra objektiv analyse Værdsætter sandhed og retfærdighed Vurderer udefra Stræber efter overblik Ser F ere som følelsesladede Træffer beslutninger ud fra subjektive værdier Værdsætter relationer og harmoni Vurderer indefra Stræber efter personligt standpunkt Ser ofte T ere som kritsike og negative Slide no.: 7 Vurderende ( J ) & Perciperende Foretrækker organiseret livsstil, klare rammer og faste kategorier Kan lide at afslutte Kan lide struktur og styr på tingene Synes P ere er rodede og uansvarlige Foretrækker fleksibel livsstil, og frihed uden grænser Kan lide at bevare åbne muligheder Tager tingene som de kommer Synes J ere er stive og firkantede Slide no.: 8

5 De 4 temperamenter Den NT visionære NF katalysatoren SJ organisatoren SP problemløseren Slide no.: 9 Cargo Cult Software Engineering In the South Seas there is a cargo cult of people. During the war they saw airplanes with lots of good materials, and they want the same thing to happen now. So they've arranged to make things like runways, to put fires along the sides of the runways, to make a wooden hut for a man to sit in, with two wooden pieces on his head for headphones and bars of bamboo sticking out like antennas he's the controller and they wait for the airplanes to land. They're doing everything right. The form is perfect. It looks exactly the way it looked before. But it doesn't work. No airplanes land. So I call these things cargo cult science, because they follow all the apparent precepts and forms of scientific investigation, but they're missing something essential, because the planes don't land. Slide no.: 10

6 Cargo Cult Software Engineering In the South Seas there is a cargo cult of people. During the war they saw airplanes with lots of good materials, and they want the same thing to happen now. So they've arranged to make things like runways, to put fires along the sides of the runways, to make a wooden hut for a man to sit in, with two wooden pieces on his head for headphones and bars of bamboo sticking out like antennas he's the controller and they wait for the airplanes to land. They're doing everything right. The form is perfect. It looks exactly the way it looked before. But it doesn't work. No airplanes land. So I call these things cargo cult science, because they follow all the apparent precepts and forms of scientific investigation, but they're missing something essential, because the planes don't land. Slide no.: 11 Cargo Cult Software Engineering In the South Seas there is a cargo cult of people. During the war they saw airplanes with lots of good materials, and they want the same thing to happen now. So they've arranged to make things like runways, to put fires along the sides of the runways, to make a wooden hut for a man to sit in, with two wooden pieces on his head for headphones and bars of bamboo sticking out like antennas he's the controller and they wait for the airplanes to land. They're doing everything right. The form is perfect. It looks exactly the way it looked before. But it doesn't work. No airplanes land. So I call these things cargo cult science, because they follow all the apparent precepts and forms of scientific investigation, but they're missing something essential, because the planes don't land. Slide no.: 12

7 Process-imposter Organizations 1 The process-imposter organization bases its practices on a slavish devotion to process for process s sake. These organizations look at process-oriented organizations such as NASA s Software Engineering Laboratory and IBM s former Federal Systems Division. They observe that those organizations generate lots of documents and hold frequent meetings. They conclude that if they generate an equivalent number of documents and hold a comparable number of meetings they will be similarly successful. Slide no.: 13 Process-imposter Organizations 2 If they generate more documentation and hold more meetings, they will be even more successful! But they don t understand that the documentation and the meetings are not responsible for the success; they are the side effects of a few specific effective processes. We call these organizations bureaucratic because they put the form of software processes above the substance. Their misuse of process is demotivating, which hurts productivity. And they re not very enjoyable to work for. Slide no.: 14

8 Commitment-imposter Organizations 1 The commitment-imposter organization focuses primarily on motivating people to work long hours. These organizations look at successful companies like Microsoft; observe that they generate very little documentation; offer stock options to their employees; and then require them to work mountains of overtime. They conclude that if they, too, minimize documentation, offer stock options, and require extensive overtime, they will be successful. The less documentation and the more overtime, the better! But these organizations miss the fact that Microsoft and other successful commitment-oriented companies don t require overtime. Slide no.: 15 Commitment-imposter Organizations 2 They hire people who love to create software. They team these people with other people who love to create software just as much as they do. They provide lavish organizational support and rewards for creating software. And then they turn them loose. The natural outcome is that software developers and managers choose to work long hours voluntarily. Imposter organizations confuse the effect (long hours) with the cause (high motivation). We call the imposter organizations sweatshops because they emphasize working hard rather than working smart, and they tend to be chaotic and ineffective. They re not very enjoyable to work for either. Slide no.: 16

9 Opgave (ca. 15 minutter) Hvilken af de 4 personlighedstyper passer bedst (har det bedst) I den process-orienterede versus den forpligtelses-orienterede virksomhed? Kan man sige noget om hvornår den ene type (proces) virker bedre end den anden (forpligtelse)? Slide no.: 17 Anvendt litteratur McConnell, Steve (2000). From the Editor. IEEE Software, March/April 2000 Weinberg, Gerald (1997). Quality Software Development. Volume 4: anticipating Change. Appendix F. Dorset House. Slide no.: 18

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