Coordinating Rates of Progress between ‘Modernization’ and ‘Learning’.

In the diagram below, the Modernization Curve (of Restructuring Code, Building Tests, and Process automation) and the Learning Curve(of New Practices and Technologies) are shown as separate efforts proceeding from 0% complete to 100% on a timeline:

The exact paths shown for the two lines aren’t as important as their relationship. The key idea to think through is what duration(x-axis) is reasonable and what level of coordination(lag/delay between curves) is possible and desirable:

1. Can Modernization and Learning progress better if they are not coordinated?
2. Learning takes time — how fast can staff learn? and the organization adapt to change?
   How much will this rate fluctuate?
3. Can one “advanced team” invest in learning, put new structure in place, and then become a “platform/enablement team” helping others to learn and adopt. (e.g. Platform Team pattern )
4. How early should technology be installed before teams are ready to use it?
5. Can Installation, Training, and Adoption be simultaneous? (e.g. Dojo Pattern )
6. What other Curves can we overlay on this (e.g. Clarity of Vision curve, Outcomes curve)

If desired, this can be viewed a bit more broadly. “The Knoster Model for Managing Complex Change, below, is a useful framework to thinking about change management. According to Knoster, there are five elements required for effective change: vision, skills, incentives, resources and an action plan. If the leaders pushing for change fail to put any single one of these elements in place, then the change efforts can struggle or even fail.

This model can be a helpful way for critiquing plans as well as diagnosing what might be needed when plans go awry.” :

Similarly, the notional graph below is helpful to understand periodic frustration experienced by an individual when they are learning/practicing a technical skill and go through phases of growth and subsequent stagnation. An important point highlighted by this depiction is that “frustration” is a normal phase and commonly precedes jumps in technical skill. ( In this case, the learning curve of painting below is from a 20 year art instructors experience. )

Conclusion:
When guiding organizations through major changes, the Dual Needs of Technology Modernization and Practice or Skill adoption are so interrelated that they must be pursued in a coordinated manner and not merely simultaneously. Below, we add two new curves, “Clarity of Vision” curve and “Plan & Build Capabilities”, to the timeline graphic. (This “More Complete Adoption Scenario” is based on the Competing Values Framework which is another very helpful framework for understanding change.)

[1] https://martinfowler.com/articles/talk-about-platforms.html

[2] https://blog.usejournal.com/why-is-pivotals-dojo-so-good-c96cdb497ddf

[3] https://practices.learningaccelerator.org/strategies/tool-knoster-model-for-managing-complex-change#:~:text=The%20Knoster%20Model%20for%20Managing,resources%20and%20an%20action%20plan.

“I’ve studied and taught in traditional painting ateliers for 20 years and one thing I’ve always felt was true is that you can only improve your technique if you can see your errors.

Thus periods of frustration -when you see your work as terrible or, at least, problematic- should be treated as positive moments in learning to draw and paint.”