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Simplify

March 28, 2011 by Keith Seabourn Leave a Comment

Have you noticed how things tend towards increasing complexity? As time goes by, layers are added. Things are piled on.

I like the approach promoted by Ward Cunningham, the inventer of the wiki. He asks, “Simplicity is the shortest path to a solution. You are always taught to do as much as you can. I say, forget all that and ask yourself, ‘What’s the simplest thing that could possibly work?’”

Have you noticed that things that begin as a neighborly conversation between co-workers can escalate into a policy-based, governance-moderated process? In an effort to codify into a repeatable process, complexity can be added to both the development process and to the final solution.

Let me apply this in the area in which I lead: technology development.

In The Power of Less, Leo Babauta suggests that simplicity is a two step process. To paraphrase Babauta and apply it to technology systems development, the two step process is: identify the essential elements of what your solution should do, and then eliminate the rest. In the era of extreme programming and rapid application development, don’t build into this version what is not needed until next version. (Kind of the technology implementation of Jesus’ teaching “do not worry about tomorrow, for tomorrow will worry about itself. Each day has enough trouble of its own.” (Matthew 6:34)

Why do we tend towards increasing complexity?

I think it is driven by a scarcity mindset rather than abundance mindset. Complexity is an effort to become efficient because time and money is scarce. But if we can find ways to keep things as simple as possible, we open opportunities for others to engage with us. We can leverage our network.

Jesus contrasted complex prayer and simple prayer (Matthew 6:7-13).

And when you pray, do not keep on babbling like pagans, for they think they will be heard because of their many words [added complexity]. Do not be like them, for your Father knows what you need before you ask him.
“This, then, is how you should pray:

“‘Our Father in heaven,
hallowed be your name,
your kingdom come,
your will be done,
on earth as it is in heaven.
Give us today our daily bread.
And forgive us our debts,
as we also have forgiven our debtors.
And lead us not into temptation,
but deliver us from the evil one.’

Simple prayer. Only the essential elements. What is the simplest prayer that can convey my heart?

Like simplicity in prayer, simplicity in technology is a powerful path towards effective solutions.

In what ways have you seen simplicity move the mission forward?

Filed Under: ccc, gto, Leadership Tagged With: Leadership, technology development

Technologies for a startup church

March 24, 2011 by Keith Seabourn 2 Comments

Dad, I’m pretty sure I’ll be asked to set up the church local area network (LAN) when I join Imago Dei church. I’ll probably set up some type of internet connection. What do you recommend for our startup church for file sharing, printer sharing, and internet connection?

My son is finishing his degree from Dallas Seminary and will join a startup church in Phoenix. He’s pretty sure his electrical engineering training from Texas Tech means he’ll be the technology guy.

You may be surprised at my answer.

Gartner: 20% of businesses own no IT assets in 2012

I suggested that he not build much technology infrastructure. I suggested that they use cloud-based technologies like Google Apps (docs, calendar), Dropbox, WordPress.com, and others. I suggested that they purchase an internet service for their church office but no servers. Just use a wifi network. Purchase a network-capable printer or use a less expensive printer with an inexpensive print server. For my home network, I use a D-Link DP-300U device I purchased on eBay.

How would you have answered the question?

Filed Under: ccc, gto, Ministry

Operational and Strategic Technology

March 21, 2011 by Keith Seabourn Leave a Comment

Strategic and operational IT

By 2014, Information Technology shops will begin to split into two units — operational and strategic — under separate leadership.

So claims an interesting video presentation by the Pink Elephant group, a leader in IT management. The entire video is interesting. This claim is made at the 7:56 point in the video.

We discussed this video at the recent Global Technology Leaders meeting in Thailand. It was an interesting discussion.

What is really interesting is that this shift has been happening in my own organization for several years. What the Pink video calls “strategic IT” is what we call Virtually-Led Movements technologies. These are the externally-facing technologies that enable accomplishing the mission in more direct ways. What the Pink video calls “operational IT” is still very important. I appreciate the internally-facing operational technologies every time that donations to my ministry are processed in a safe and timely manner, every time my salary and reimbursements are paid, every time the network allows me to print a document.

VLM technologies are critical to accomplishing the mission of Campus Crusade for Christ. Just my own small team has several of these technologies that we are implementing:

  • Global ConneXion
  • Global Identity
  • mLearning

What do you think about their claim that the strategic and operational areas prosper best when under separate leadership?

Filed Under: ccc, gto, Leadership Tagged With: Leadership, vlm

Bouncing down the runway during an earthquake in Japan

March 15, 2011 by Keith Seabourn 6 Comments

We were taxiing to the end of the runway, maybe 5 minutes before full power would be applied and we would soon take off. Then it began to feel like we were driving over rough construction. The huge 747 bounced up and down, the wings flapped. It wasn’t nearly as bad as some mid-air turbulence I’ve experienced.

But we were not in the air! There is not supposed to be turbulence on the ground!

I kept thinking, “They don’t let multi-million dollar aircraft drive over runway construction! What is going on?” Then the plane stopped forward progress, but the bouncing and shaking continued. “What is going on?” The pilot later told us that he thought it was some unusual buffeting by the wind.

Then the pilot came over the loudspeaker and said, “Folks, we’re having an earthquake. We’re going to sit right here for a while. I’ve been flying 31 years and there is nothing in the manual about what to do when you are trying to take off during an earthquake!”

A few minutes later, the pilot announced, “Folks, the control tower has been abandoned. There is no ground control. We are not going to move the plane. We’ll just sit here a while.” A while stretched to almost 4 hours. Aftershocks occurred frequently each hour. Some were gentle, and some were almost as strong as the original earthquake. The pilot announced, “The terminal has been abandoned. Even if we returned to the gate, there is no ground personnel to operate the jetway. And you don’t want to be in the terminal during these aftershocks.”

Kay and I thought, “We’re safer here in the airplane. We are far from any buildings. This aircraft has excellent shock absorbers. We have 12 hours of fuel to push this aircraft from Tokyo to Detroit, so we have many hours of auxiliary engine to power the air conditioning and lights. We have comfortable seats. There is food on board. We are in the best place to wait out the aftermath of this earthquake.”

People around us were using their mobile phones to check news reports. We were keeping up with the increasing magnitude of the reported quake (first 6.6, then 8.1, then 8.9, and now 9.1). We heard about the tsunami hitting the east coast of Japan and the tsunami warnings across the Pacific.

Enable Show Pictures in your email program to see this cute photo of Keith & Kay with their Kindle Our mobile phones on the T-Mobile system (GSM system) do not work on Japan’s cellular system. But I remembered that Kay and I each have an Amazon Kindle with 3G world cellphone service for downloading books. And there is a very rudimentary web browser included. So, we fired up our Kindles. Kay posted on Facebook. I posted on Twitter and Facebook. I sent emails to family and friends keeping people updated. And Kindles have a tremendous battery life. Others’ mobile phones began to run out of battery, but our Kindles kept on working.

About the 4 hour point, the pilot told us that we had been ordered back to the gate. We would deplane. The airport was closed and all flights were cancelled. We would go to hotels and wait until flights resumed.

It was very disappointing. I knew there were thousands of passengers in the terminal. Hotels were overloaded. Aftershocks were still happening so it was not clear where we would stay. It looked like we would be in Tokyo for days while the aftermath was sorted out and passengers could depart.

The pilot decided to keep us on the plane for a while. He had been told that there was no space in the “safe area” to put additional passengers. He wisely decided to feed us dinner since it was unclear when we might eat again.

As we finished dinner, the pilot said that both Delta and the airport authorities had decided to allow the planes with boarded passengers to go ahead and depart. Kay and I thought that was an excellent idea. So did the other 500 passengers on our 747-400! He instructed the cabin crew to quickly stow the food carts, we refueled, and he took off before anyone could change their mind!

There was never any panic in the plane. Actually, it was more like the atmosphere at a casual gathering of friends. The Delta pilot did an excellent job of keeping us informed. Even when there was nothing new to announce, he spoke several times each hour keeping us informed. He spent time walking up and down the aisles meeting with passengers, chatting about possibilities. I have sent Delta a letter of commendation for the actions of the pilot and flight crew to make the most of the situation.

It wasn’t really until we landed in Detroit and saw the devastation on the airport monitors that we truly realized the magnitude of destruction. The text-only news reports on our Kindles told us the story, but the videos gave us the emotional impact of the destruction.

Kay and I are so thankful for many who prayed for us. We were less than 5 minutes from departure. If the earthquake had been 5 minutes later, we would have been in the air and not affected. But, if the earthquake had been 3 minutes later, we would have been racing down the runway at 180 miles per hour with the ground bucking up and down. I have no idea what would have happened, but none of the scenarios sound exciting to me as a passenger!

Several have written that they were awakened early on Friday morning and could not go back to sleep. Two told us that their visits to the internet alerted them to the earthquake and they began praying. We were among the many recipients of those prayers.

We thank all of you for your care, for your prayer, for your concern.

Our thoughts remain with the hundreds of thousands in Japan whose lives have been tremendously affected by these disasters and the continuing potential of a nuclear disaster also. The God of the universe is aware of every tear, of every heartache, not just from those who believe, but from pre-believers also. Our prayer is for their comfort, for their peace. But most of all, our prayer is for the Buddhist nation of Japan to experience the explosion of church growth that often follows a time of intense natural disaster. Mission Frontiers reports that 40% of church-planting breakthroughs among Muslim people groups followed some kind of natural disaster. (click here for the article) May it be true in Buddhist Japan also.

Filed Under: Stories, Travel

Developing Leaders in Technology

March 9, 2011 by Keith Seabourn Leave a Comment

Richard has been to every one. Oumar has been to most as have several others. At this last Global Technology Leaders meeting, we had 28 leaders from 12 of the 13 areas of the world.

Global Technology Leaders meet in Thailand

When I was asked to pioneer the role of Chief Technology Officer for Campus Crusade for Christ, my assignment was to build technology capacity to help sustain and accelerate the mission. That responsibility is more about developing leaders than it is about installing servers or buying software. Since the beginning in 2001, we have identified potential leaders and developed their leadership abilities.

During these meetings, we:

  • Develop leadership competency in the four roles of a leader. Grow as those who understand how to lead effectively to employ technologies to sustain and accelerate the  mission of CCCI.
  • Grow in personal and professional competency.
  • Work together to implement common solutions to common needs.
  • Learn from each other, both leadership skills and technical competencies.
  • Network with like-minded leaders through building strong relationships.

It is fun and stimulating to work with these creative leaders on real projects needed by our organization.

 

 

 

Filed Under: ccc, gto, Leadership Tagged With: Leadership

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