I have updated my original deep structure thoughts to incorporate the scientific method (or the similar concept of Plan, Do, Check, Act). The diagram aims to show why LEAN in particular thrives across the enterprise, rather than within just teams - It works with the whole and ensures process is part of the routine reflection and change cycle.
By adding the scientific method I’m trying to demonstrate that simply inspecting and adapting isn’t enough, you need to know where you intend to go and have the ability to assess the true impact of any proposed changes.
Personally I’m finding the creation of these diagrams a useful tool for reflection and understanding, I’m approaching the point where a single canonical diagram could be made.
One key point related to software engineering - That I missed until recently, was the fact that process, material artefacts etc. are all just aspects of the software product, they represent the current paradigm, it isn’t possible to point at any of them and see the whole product, in fact nobody can, again you are staring into the globe of knowledge!
Enjoy the reflection. I distilled some of this further by producing a Pecha-Kucha presentation on Plan Do Check Act
I will be starting to look at feedback next - The core (in my mind) principle within software engineering and one which is cunningly (or not so) disguised and dressed up all over the place. My intent is to describe the model of feedback and how changes alter it, then to look at all that LEAN, Agile etc. have built around it - For the most part a change in words and the addition of context (a word which crops up quite a bit).