Posts Tagged ‘AndrewHarmelLaw’
[DevoxxUK2024] How We Decide by Andrew Harmel-Law
Andrew Harmel-Law, a Tech Principal at Thoughtworks, delivered a profound session at DevoxxUK2024, dissecting the art and science of decision-making in software development. Drawing from his experience as a consultant and his work on a forthcoming book about software architecture, Andrew argues that decisions, both conscious and unconscious, form the backbone of software systems. His talk explores various decision-making approaches, their implications for modern, decentralized teams, and introduces the advice process as a novel framework for balancing speed, decentralization, and accountability.
The Anatomy of Decision-Making
Andrew begins by framing software architecture as the cumulative result of myriad decisions, from coding minutiae to strategic architectural choices. He introduces a refined model of decision-making comprising three stages: option making, decision taking, and decision sharing. Option making involves generating possible solutions, drawing on patterns, stakeholder needs, and past experiences. Decision taking, often the most scrutinized phase, requires selecting one option, inherently rejecting others, which Andrew describes as a “wicked problem” due to its complexity and lack of a perfect solution. Decision sharing ensures effective communication to implementers, a step frequently fumbled when architects and developers are disconnected.
Centralized Decision-Making Approaches
Andrew outlines three centralized decision-making models: autocratic, delegated, and consultative. In the autocratic approach, a single individual—often a chief architect—handles all stages, enabling rapid decisions but risking bottlenecks and poor sharing. Delegation involves the autocrat assigning decision-making to others, potentially improving outcomes by leveraging specialized expertise, though it remains centralized. The consultative approach sees the decision-maker seeking input from others but retaining ultimate authority, which can enhance decision quality but slows the process. Andrew emphasizes that while these methods can be swift, they concentrate power, limiting scalability in large organizations.
Decentralized Decision-Making Models
Transitioning to decentralized approaches, Andrew discusses consent, democratic, and consensus models. The consent model allows a single decision-maker to propose options, subject to veto by affected parties, shifting some power outward but risking gridlock. The democratic model, akin to Athenian direct democracy, involves voting on options, reducing the veto power of individuals but potentially marginalizing minority concerns. Consensus seeks universal agreement, maximizing inclusion but often stalling due to the pursuit of perfection. Andrew notes that decentralized models distribute power more widely, enhancing collaboration but sacrificing speed, particularly in consensus-driven processes.
The Advice Process: A Balanced Approach
To address the trade-offs between speed and decentralization, Andrew introduces the advice process, a framework where anyone can initiate and make decisions, provided they seek advice from affected parties and experts. Unlike permission, advice is non-binding, preserving the decision-maker’s autonomy while fostering trust and collaboration. This approach aligns with modern autonomous teams, allowing decisions to emerge organically without relying on a fixed authority. Andrew cites the Open Agile Architecture Framework, which supports this model by emphasizing documented accountability, such as through Architecture Decision Records (ADRs). The advice process minimizes unnecessary sharing, ensuring efficiency while empowering teams.
Navigating Power and Accountability
A recurring theme in Andrew’s talk is the distribution of power and accountability. He challenges the assumption that a single individual must always be accountable, advocating for a culture where teams can initiate decisions relevant to their context. By involving the right people at the right time, the advice process mitigates risks associated with uninformed decisions while avoiding the bottlenecks of centralized models. Andrew’s narrative underscores the need for explicit decision-making processes, encouraging organizations to cultivate trust and transparency to navigate the complexities of modern software development.