Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently, cheaply, and as soon as possible safety, continuous improvement, and learning ii. Create mechanism to rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning into Daily Work a. Complex systems are Monkey; they architected for failure, tested for failure, and evolved beyond it b. ESTABLISH A JUST, LEARNING CULTURE i. Unjust responses to incidents 1. Impede safety 2. Promote fear over mindfulness

as quickly as possible, in minutes, not months.” e. The Third Way: The Principles of Continual Learning and Experimentation 37 i. culture of fear and low trust 1. workers who make mistakes are punished viewed as whistle-blowers and troublemakers 3. leadership is actively suppressing, even punishing, learning and improvement, perpetuating quality and safety problems ii. high-trust culture 1. we are all new techniques and practices can be used by the entire organization iii. ENABLING ORGANIZATIONAL LEARNING AND A SAFETY CULTURE 1. When we work within a complex system, by definition it is impossible for

decisions in an uncertain world, the subject of the next chapter—by quickly deploying functionality, learning, and adjusting plans.  We can conduct experiments that test the assumptions in our business cases risk by only committing resources to the smallest piece of work that would give us such useful learning.  we would gauge progress by seeing operational results . Agile and Lean approaches allow teams boundaries for planning. A detailed plan is a less effective basis for governance than validated learning based on actual delivery. The more advance planning we do, the longer it takes to get a product

a kind of failure that is the opposite of defects and outages.  Trying things out is a way of learning in the Agile world; it is a kind of feedback cycle that lets us make good decisions in the normal The critical change is that of moving from a plan-driven approach to an Agile approach, based on learning and adapting. This is deeply opposed—let me say that again—deeply opposed to the control paradigm responsive to change, and by demonstrating the value of information, IT can lead the organization in learning and in deriving business value from good risk management and from making the most of opportunities

hiding telemetry, deflection 1. Prevents creation of institutional knowledge about incidents and learning needed to prevent them in the future ii. Use for fact-based problem-solving e. ENABLE CREATION not external board approval ii. Peer review help improve overall quality, provide cross-training, learning, and skill improvements. iii. Keep batch sizes of reviews small iv. 4 simple Peer Review Guidelines

technology specific dashboards and consoles.  Aides in troubleshooting and encourages technical learning.  How we need to improve  Sharing ideas, code, Community of Practice, etc.  Test Driven Infrastructure

is about creating a culture that fosters two things: continual experimentation, taking risks and learning from failure; and understanding that repetition and practice is the prerequisite to mastery. The

those assumptions and gain information to manage the risks? I want to understand their plan for learning.Requirements Requirements simply don’t exist: A requirement is a constraint. It is a way of saying

archaeology. c. Worst effect – lose the ability to learn from mistakes and diminish integrating that learning into future work d. Google Web Server (GWS) team was struggling with changes – Hard line: no changes