• Ultimate Iterative Development – Formula 1 Racing

    Posted on by Tim

    Iterative development is essential to building delightful products and services. If you haven’t realized, I’m a “car guy”. You can read my “car” posts here, here, and here.

    Formula 1 racing fascinates me. The innovation, materials engineering, and the design of the cars is inspiring.

    As I study how the cars are built, I recognize the patterns of continual improvement. This fact was highlighted during Season 5 of the Netflix series, “Drive to Survive”.

    Title Spot – Drive to Survive Season 5

    Each race car is a working prototype. A new season brings rule changes or updates from the sport’s governing body. The teams MUST ADAPT to stay competitive!

    All the science, technology, engineering, and mathematics that go into the cars is AMAZING!

    As well, the efforts to gather telemetric data during the races is mind-blowing. Whatever can be measured is measured to achieve peak performance.

    Formula 1 racing is unique due to several points.

    The rules for building the cars are specific to the sport. Also, teams are required to build their cars. The design of the cars is open-ended, allowing for innovation and experimentation with different technologies.

    Additionally, F1 races are held at different places all over the world. This adds to the draw of the sport.

    Furthermore, F1 cars are pure racing cars, with one seat and open wheels, unlike other racing formats.

    Occasionally, drivers make pit stops to ensure that they last the distance of the race. As well, they must overcome the difficulties and perils of each race.

    Separately, the details of the cars, such as the diffuser, add to the unique nature of the sport.

    Iterative development focus

    Formula 1 cars are developed by each team. Generally, regulations are imposed on the teams governing the specifics of the cars. Individually, teams are responsible for designing and building the car itself.

    Importantly, each car is made up of thousands of individual components. As well, each item is bespoke, designed by Computer-Aided Design (CAD) software. Additionally, Computer-Aided Manufacturing is used to automate the process of creating precision parts.

    Teams work to improve their cars over the course of the season by bringing updates to different components. Much of this refining work is focused on aerodynamics.

    As a result, teams seek to max downforce while reducing drag. For this reason, improvements are made to the front and rear wings, underbody, diffuser, and other parts.

    For example, a team can increase the flap size on the rear wing. In effect, this improves the drag reduction system or DRS.

    Each team is trying to get an edge over their competitors. Design changes are for an advantage. Basically, the aim is to make the car as fast and reliable as possible while following the rules.

    In summary, teams refine their F1 cars to max aerodynamic efficiency and speed. As well, they follow the specific rules laid out by the championship organizers.

    The cars continuously evolve through the season. With the focus on a championship win.

    * Written with assistance from You.com chat AI.


    📂This entry was posted in Teamwork Technology

  • 4/1/1893: An Epic And Historic Birthday Celebration

    Posted on by Tim

    Yearly, on April 1st, an epic and historic birthday is celebrated in the U.S. Navy.

    The rank of chief petty officer was established April 1st, 1893. Today, we proudly celebrate 130 years.

    Happy Birthday Chiefs, Senior Chiefs, and Master Chiefs! We are the backbone of the Navy and the keepers of its traditions.

    Specifically, for this post, I went to the Navy History and Heritage website – Chief Petty Officer (navy.mil).

    Chief Petty Officers highlights

    Chief Petty Officers are unique as senior enlisted leaders. Furthermore, no other U.S. military branch has senior non-commissioned officers with the degree of responsibility.

    Chiefs have a creed we follow. Indeed, it guides the way we work. Undeniably, the creed serves as a north star, pointing us to being the leaders we are meant to be.

    As well, we have a pledge we make to ourselves and our Sailors.

    Epic and historic – That is who we are

    Chiefs have been awarded 55 Congressional Medals of Honor. Chief Petty Officer Recipients of the Medal of Honor (navy.mil)

    Accordingly, Chiefs have contributed to the success of the Navy for 130 years and counting. As well, they build on those traditions daily. History of the Chief Petty Officer (navy.mil)

    Specifically, Chiefs are deck plate leaders and the backbone of the U.S. Navy. Unquestionably, the Navy would not perform well without Chiefs.


    📂This entry was posted in Personal

  • Focus On The 4 Cores Of Trust – Part 2

    Posted on by Tim

    The visible cores of trust are what people are drawn to. Like a tree, they represent its trunk, branches, and leaves.

    They include intent, capabilities, and results.

    Upward core of trust – Intent

    Intent involves having a genuine intention to do good and being sincere.

    Indeed, it is important to have good intentions when engaging in any type of relationship, as it builds mutual trust and respect.

    Moverover, resolve is about more than just keeping your word. Basically, it is about having the desire to help, and to do the right thing. As well, intent contributes to trust by demonstrating to others that you are reliable. As well, that you can be trusted, and that your words and actions are consistent and sincere.

    Also, it helps to foster an environment of mutual trust and respect. As, it indicates that you are willing to put in the effort to build strong relationships.

    Covey explains the importance of intent in building trust. As has been noted, he argues that intent is about more than just keeping one’s word. Consequently, it is about having the desire to help to do the right thing.

    Accordingly, Covey also explains that having good intentions helps to build mutual trust and respect. It is as important to be deliberate with one’s intentions to ensure that one’s words and actions are consistent and sincere.

    Additionally, he emphasizes the importance of having the right intentions to be credible and trustworthy, and to ensure that relationships are built on a foundation of trust.

    Credit – Alexander Andrews – Unsplash.com

    Outward core of trust – Capabilities

    Capabilities refer to the skills, abilities, and knowledge that an individual or organization has to fulfill their commitments.

    Importantly, they build trust because they demonstrate that the individual or organization can be relied upon to carry out the tasks they are expected to do.

    Undoubtedly, having the right skills and knowledge helps to ensure that the individual or organization can complete the task in a timely and efficient manner. As well, this can help build trust between the individual or organization and its customers, partners, or stakeholders.

    Covey defines capability as the ability of an individual or organization to deliver on their promises.

    Basically, this means that capability is not just about having the right skills and knowledge, but also about having the correct attitude.

    Just as important is the commitment to follow through on what has been promised. In other words, capability is about being able to demonstrate trustworthiness in terms of delivering results.

    Reflecting core of trust – Results

    Results contribute to trust in a number of ways. Firstly, results show people that the organization is reliable and can deliver on its promises.

    Also, results demonstrate that the organization has the necessary skills, knowledge and expertise to achieve the desired outcome.

    Furthermore, results also provide evidence of the organization’s commitment to delivering the best possible outcomes for its stakeholders.

    Finally, results provide the organization with a platform to share the successes and progress achieved. For this reason, they help to foster a culture of trust among its stakeholders.

    According to Covey, results are an important part of trust. Results demonstrate an organization’s reliability and competence, and can provide evidence of the organization’s commitment to delivering the best possible outcomes for its stakeholders.

    In conclusion, creating impact also helps to build a culture of trust among stakeholders, as they can see the progress being made and the successes being achieved. Additionally, results can help to reduce risk, as stakeholders will be more confident in the organization if they can see that it is capable of delivering on its promises.

    * Written with assistance from You.com chat AI.


    📂This entry was posted in Teamwork

  • Focus On The 4 Cores Of Trust – Part 1

    Posted on by Tim

    Have you ever wondered what the cores of trust might be? As outlined by Stephen Covey in his book The Speed of Trust, are integrity, intent, capability and results.

    • Firstly, integrity relates to the honesty, reliability, and consistency of an individual or organization.
    • Secondly, intent reflects the trustworthiness of an individual or organization’s motives.
    • Thirdly, capability is the ability of an individual or organization to deliver on their promises.
    • Finally, results are the evidence of trustworthiness, which often comes in the form of achievements and successes. Together, these four cores of trust form the basis of trustworthiness in any relationship.
    Credit: Imke Van Loon-Martens on Unsplash.com

    To illustrate, the cores can be imaged like the oak tree in this photo. Below the surface, unseen, are the roots (integrity) that grow below the ground. Next, the first visible signs of the tree are its trunk (intent). Then we see its branches (capabilities). Finally, its leaves (results) are shown. Summarized, the four cores can be organized into two groups; character (integrity and intent), and competence (capabilities and results).

    Anchor core of trust – Integrity

    Going further, the point below describe the first core in greater detail.

    Integrity is the quality of being honest and having strong moral principles, as well as following through on commitments and promises. Additionally, it is essential in building trust because it allows people to have faith in each other and have confidence that the other party will act in an honest and ethical manner.

    Honesty contributes to trust in several ways, including by demonstrating reliability and consistency, by displaying respect for others, and by fostering an environment of mutual trust and respect. Also, it helps to build trust by creating a sense of safety and security in a relationship, as it means that the other person is trustworthy and can be relied upon.

    Covey explains the importance of integrity in building trust. He argues that when people are honest and open and live up to their words, others can trust that they will do what they say and can rely on them to act in an ethical manner.

    Covey also explains that integrity helps to create a sense of safety and security in relationships. As it demonstrates that the other person is reliable and trustworthy. Additionally, sincerity is essential for building credibility. As it proves that the other person is consistent, sincere, and capable of delivering on expectations.

    The remaining cores will be covered in a second post.

    * Written with assistance from You.com chat AI.


    📂This entry was posted in Teamwork

  • How To Turn Trust Into An Asset

    Posted on by Tim

    How does a company turn trust into an asset? Read a book and find out!

    Since joining Improving, one of my “go to” books is “The Speed of Trust” by Stephen M.R. Covey. He explores the importance of trust in business and how it can be used to drive organizational performance.

    In the book, Covey outlines the principle of trust and how it can be used to create a more effective workplace. He discusses how trust can be built and maintained in the workplace and how it can be used to create more productive relationships, improve communication, and increase efficiency.

    Book cover of The Speed of Trust

    4 Cores of Trust

    Covey outlines what he calls The Four Cores of Credibility [1], which are the four pillars of trust. These are:

    1. Firstly, integrity involves being honest, open, and transparent, and living up to one’s word. It requires consistency between words and actions.
    2. Following is intent involves being sincere and having a genuine intention to do good. It is important to have good intentions when engaging in any type of relationship.
    3. As import are capabilities involve having the right skills and experience to do the job. It is important to be competent and have the ability to deliver on expectations.
    4. Finally, results involve achieving the desired outcomes. It is important to measure and evaluate results to ensure that the desired outcomes are being met.

    Certainly, these four cores of trust are essential for creating and maintaining trust in an organization. They are interconnected and must be nurtured in order for trust to be effective.

    13 Principles or Trust Behaviors

    He believes there are 13 principles of trust that are essential for building trust within an organization. These principles include:

    1. Talk Straight: Being honest and open with others, even when it is difficult or uncomfortable.
    2. Demonstrate Respect: Showing respect to everyone in the organization, no matter their position or background.
    3. Create Transparency: Being open and transparent about decisions and actions in the organization.
    4. Right Wrongs: Taking responsibility for mistakes and actively correcting them.
    5. Show Loyalty: Being loyal to the organization and its people.
    6. Deliver Results: Meeting and exceeding expectations in terms of results and outcomes.
    7. Get Better: Constantly striving to improve and develop.
    8. Confront Reality: Facing and accepting reality, no matter how difficult it may be.
    9. Clarify Expectations: Ensuring everyone is aware of their expected contributions and roles.
    10. Practice Accountability: Holding people accountable for their actions and decisions.
    11. Listen First: Listening to the perspectives of others before jumping to conclusions.
    12. Keep Commitments: Following through on promises and commitments.
    13. Extend Trust: Extending trust to others, even when it is difficult.

    1 Trust Tax

    As well, Covey describes a concept known as the trust tax. By and large, this is the cost associated with a lack of trust in an organization, which can have a negative effect on performance and productivity.

    For example, a trust tax is the result of a lack of communication and collaboration, the presence of conflict, and a lack of accountability in the workplace. Also, it can result from a lack of trust between individuals, leading to a lack of trust in the organization as a whole.

    Conversely, by reducing the trust tax, organizations can improve performance, productivity, and profitability.

    Trust Into An Asset

    Covey also explains how trust can be used to increase profitability and how it can be used as a competitive advantage. Ultimately, The Speed of Trust is an invaluable resource for any business looking to create a culture of trust and maximize the performance of their organization.

    *This post was co-authored with the assistance of ChatGPT and You.com chat as a test of AI content creation


    📂This entry was posted in Teamwork

  • Trust: An Important Element For Success

    Posted on by Tim

    Trust is an important element for success in business. Clients and customers want businesses to succeed. Businesses provide them with products and services they value.

    For software developers, agile coaches, scrum masters and executives in the business world, trust is an essential element of success.

    When trust exists between team members and leaders alike, it creates a positive environment where everyone can work together to achieve common goals. It also allows for open communication and collaboration that leads to better decision-making processes.

    As well, it helps to “flatten” the organization, which enables information and ideas to flow more freely. This in turn help amplify the creative energy of the business, which results in better products and services for clients and customers.

    Call it a virtuous cycle. Feed forward and feed back loops become tighter and more efficient. Time to market is reduced and “word of mouth” experience is shared. Less effort is spent reacting to market forces. As well, More time is spent responding to client and customer desires, needs, and wants.

    Credit: Ronda Dorsey – Unsplash.com

    However, when trust breaks down in the workplace, it can have serious consequences on productivity levels as well as morale among employees. Without a sense of mutual respect or understanding among colleagues, it becomes difficult to make progress on tasks or reach any sort of consensus when making decisions.

    Costly mistakes can result from this lack of unity, which ultimately affect your bottom line negatively over time. Additionally, if not addressed quickly enough by management teams, communications break down and relationships suffer.

    Ultimately, trusting one another is key for successful businesses, so be sure you take steps towards building strong relationships with all stakeholders involved! People who can foster stronger relationships within their teams foster trust through effective communication strategies and solutions-based problem-solving approaches.


    📂This entry was posted in Teamwork

  • 3 Ways To Create With ChatGPT

    Posted on by Tim

    I’ve been working with ChatGPT by OpenAI and figuring out ways to create with it. It’s a good tool that can be used to assist in getting ideas on paper.

    Over the last few months, I’ve run a series of questions or statement through the interface. I’ve included screenshots below to show what I was testing.

    Firstly, I started with an easy question. How can I improve my resume? It’s straightforward with its intent.

    Example 1 – Resume improvement

    Secondly, I honed in on an area that has caused me challenges in the past. Show me an example of how I should write out my accomplishments.

    Example 2 – Accomplishments written in STAR format

    Thirdly, I dug into other ways to present accomplishments on my resume. My question was, “What other ways can I write out my accomplishments?”

    Example 3 – Accomplishments examples

    3 Ways To Create

    Firstly, present a concept, idea, or question to ChatGPT. I tend to removed words that might confuse the artificial intelligence (AI) engine. Consider using the KIS principle, keep it simple.

    I have little doubt that the AI can parse my intent. However, it’s still building a learning pattern based on my interactions. So, paring down the query is a good starting point.

    Secondly, look for keywords in the response that “click” with you. For me, “accomplishments” hit home, as I noted earlier. You may not find a keyword that just lands the first time. You can refine the answer or as the screen shows, regenerate it.

    Thirdly, go down the rabbit hole. Consider rephrasing your question or statement. Adjusting words will help the AI search the catalog for alternate ways to phrase similar information.

    For example, I could adjust “What other ways can I write out my accomplishments?”

    How can I present my accomplishment for greater impact?

    What sequence should I use when listing accomplishments?

    Where should my accomplishments be listed in my resume?

    How much detail should my accomplishments have?

    ChatGPT’s response could surprise you. As well, you can ask it to rewrite sections of your text to make it flow better. That’s for another post! Happy writing!


    📂This entry was posted in Technology

  • Tooling To Overcome Volatile, Uncertain, Complex, And Ambiguous

    Posted on by Tim

    Every organization needs tooling to overcome VUCA; volatility, uncertainty, complexity, and ambiguity.

    So, what do you have in your toolbox?

    This post begins the more in-depth discussion around the Triple Helix of Flow in The Flow System (TFS). Accordingly, the strands are Complexity Thinking, Distributed Leadership, and Team Science. Consequently, Flow is achieved when the strands are integrated.

    Each strand deals with areas that impact an organization’s social system. Consequently, TFS equips people with tools to improve person-to-person and group-to-group engagement. As well, it transforms social boundaries and constraints to achieve value flow.

    The first strand is Complexity Thinking:

    When addressing complex environments, the following questions need to be asked:

    • What state is the current environment at?
    • How much variability is in the current environment?

    When the environment is a complex environment that includes high variability and uncertainty, one must utilize tools and techniques that are designed or complex environment rather than for complicated or simple environment and problems. Although the goal of complexity thinking is to move complex problems into the complicated domain, where we already have proven tools and techniques for addressing complicated problems, we still need a different set of tools and techniques to begin the transition phase. Complexity thinking involves two steps:

    • understanding the characteristics of complex systems; and
    • having a worldview or perspective that systems, entities, and events are complex adaptive systems (CASs).
    Turner, John R.; Thurlow, Nigel & Rivera, Brian. The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity, book, 2020; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc1725755/m1/70/?q=32: accessed February 4, 2023), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu

    Tooling to overcome complexity

    The tools included in complexity thinking build understanding around:

    • Complex Adaptive Systems
    • The Cynefin Framework
    • Sensemaking
    • Weak Signal Detection
    • Network Analysis
    • Storytelling and Narratives
    • Empirical Process Control
    • Constraint Management
    • Prototypes
    • The Boyd Cycle also known as OODA loop
    • Scrum: The Toyota Way

    In following posts will take a look at the tools. Independently, each one is useful and can be used to assist in countering complexity. Combined, they are a part of an organizational tool box.

    Reference to TFS —

    ©2019 Professor John Turner, Nigel Thurlow, Brian Rivera. The Flow System™ is offered for license under the Attribution license of Creative Commons, accessible at http://creativecommons.org/licenses/by/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by/4.0/ By utilizing this Site and any information presented you acknowledge and agree that you have read and agree to be bound by the terms of the Attribution license of Creative Commons. The Flow System™, The DNA of Organizations™, and The Triple Helix of Flow™ are all trademarks of the copyright holders.


    📂This entry was posted in The Flow System (TFS)

  • Creating Value With The Triple Helix Of Flow

    Posted on by Tim

    The Triple Helix is Complexity Thinking, Distributed Leadership, and Team Science. Imagine DNA strands and how they bond together to create bones, fluids, organs, tissues, and more in the human body. Similar outcomes happen when combining the components of the Triple Helix.

    The Triple Helix of Flow

    The connection here is intentional. Taken one by one, the strands would not effectively address volatility, uncertainty, complexity, and ambiguity (VUCA). Combined, they equip an enterprise to navigate challenging waters.

    As a Sailor, I was faced with situations which The Flow System (TFS) was designed to address. When a submarine is behaving abnormally, many of the tools defined in the system are useful. Addressing changes in a responsive and responsible way are at the heart of TFS.

    Triple Helix – Definition

    From the TFS guide:

    An Explanation of the Triple Helix of Flow

    Triple Helix – System of Understanding

    TFS is similar to W. Edwards Deming’s “System of Profound Knowledge”. No one person can know everything needed to adapt a company to VUCA. Deming understood the concept, and TFS expands it.

    It brings together tools which are used to help the people inside the enterprise.

    The benefits will be an organization that is capable of adapting to environmental variations to meet the demands of the customer in today’s complex environment.

    The following pages describe what TFS is and is not.

    Turner, John R.; Thurlow, Nigel & Rivera, Brian. The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity, book, 2020; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc1725755/m1/68/?q=32: accessed January 15, 2023), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; .

    Turner, John R.; Thurlow, Nigel & Rivera, Brian. The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity, book, 2020; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc1725755/m1/69/?q=32: accessed January 15, 2023), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; .

    Reference to TFS —

    ©2019 Professor John Turner, Nigel Thurlow, Brian Rivera. The Flow System™ is offered for license under the Attribution license of Creative Commons, accessible at http://creativecommons.org/licenses/by/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by/4.0/ By utilizing this Site and any information presented you acknowledge and agree that you have read and agree to be bound by the terms of the Attribution license of Creative Commons. The Flow System™, The DNA of Organizations™, and The Triple Helix of Flow™ are all trademarks of the copyright holders.


    📂This entry was posted in The Flow System (TFS)

  • Getting The Flow Of Value Right

    Posted on by Tim

    The flow of value to customers is of upmost importance. When a business gets that wrong, the consequences are brutal.

    Everything about product and service development begins and end with the customer. When factors influence outcomes, flow gets disrupted. Throughout 2020, 2021, 2023, and now going into 2023, we’ve seen how organizations can get their operations turned upside down.

    Which brings up the question of what enables and support the flow of value? Since flow is a concept that cuts across every area of life, there are many examples of how flow is enabled while transforming the concept of value.

    Hydroelectric power has changed our lives in measurable ways. Rivers flow within the constraints of their banks. Henry Ford’s company created ways to harness the power resident in the water.

    Ford Motor Co. hydroelectric plant – Credit Midwestern Mechanized on Flickr

    By repurposing mills along rivers, Ford and company enabled the Ford Motor Company to grow quickly. As well, Ford built generators and plants in areas that showed economic promise while not being considered highly prosperous.

    Flow of Value to the Customer

    In the previous post, we explored being Customer 1st. Every organization is responsible to flow value to its customers. If it doesn’t deliver value, it will cease to exist.

    The Flow System (TFS) is designed to assist organizations adapt when value flow is disrupted. Think of TFS like a river. A river will flow toward a lower resistance path, and it will overwhelm a path once it is over capacity.

    To avoid catastrophic outcomes, like river floods, we build countermeasures to harness its power. The same applies to TFS as it equips companies, and not-for-profits alike, to take a hold of situations with the right tools.

    The force and volume of the river is controls by different approaches, and business can act similarly. By using Complexity Thinking, Distributed Leadership, and Team Science, any enterprise can deal with volatility, uncertainty, complexity, and ambiguity (VUCA).

    To quote from “The Flow System: The Evolution of Agile and Lean Thinking in an Age o Complexity”

    Only when FLOW is achieved, by connecting all three components [Complexity Thinking, Distributed Leadership, Team Science] of TFS, can customer value be maximized. When these three components are not connected, bottlenecks are formed that contribute to the loss of information, knowledge transfer, or incorrect information exchanges, resulting in defects and delays. These bottlenecks hinder customer value rather than increase customer value. TFS provide maximum value to the customer in times of complexity and ambiguity.

    Page 28 – Bold items added for clarity

    Reference to TFS —

    ©2019 Professor John Turner, Nigel Thurlow, Brian Rivera. The Flow System™ is offered for license under the Attribution license of Creative Commons, accessible at http://creativecommons.org/licenses/by/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by/4.0/ By utilizing this Site and any information presented you acknowledge and agree that you have read and agree to be bound by the terms of the Attribution license of Creative Commons. The Flow System™, The DNA of Organizations™, and The Triple Helix of Flow™ are all trademarks of the copyright holders.


    📂This entry was posted in The Flow System (TFS)