collaboration without chaos
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1www.CongruentCompliance.com
COLLABORATIONWITHOUT
April 2013
Introduction
• About me• Questions– What does control look, sound, feel like?– What does chaos look, sound, feel like?– What collaboration look, sound, feel like?
• Why I care– Regulated and risky products
• I have to explain my approach to skeptics
– My early formative career experiences• Nuclear Industry and KIMS
April 2013 2www.CongruentCompliance.com
Qualifying Human Experts
How many faces did you see?
Qualifying Human Experts
Count the number of faces in each of the following
pictures
Fast Example Exercise
April 2013www.CongruentCompliance.com 3
Motivation to Create …
• Was asked, “How do you delegate control?”– Dissatisfied w/some answers I hear/see from others
• “As little as possible”: One big brain, controlling people like machines/puppets
• Seems to be about people managing or coping w/their anxiety
– My ANS: “Competence, Authority, Responsibility, Experience”• I noticed I had a strong emotional reaction to the Q&A
• I prefer – Collaborating with thinking sapient people who test– Giving tactical control of check activities to thinking people
• They choose how/when to use tools like automation and scripted procedures, to do what the tools do best – no more.
• Tools are made to serve people, not …• Just because I could micro-manage to deal with my anxiety, …
April 2013 4www.CongruentCompliance.com
… this Presentation
• Realized that I was being intentional– But some archeology of my process was required
• Where did all the pieces come from? • How do they all fit together?
• Benefits of a “Grand Unified Model”– “Adaptive Discretionary Control Model”– Creates (for me) a framework for conversation, exploration,
and formal explanation• By sharing this, I hope it is helpful to you– Stimulates you to explore your own thoughts– Creates space to allow thinking collaborative testing
April 2013 5www.CongruentCompliance.com
Historical Example: “The Flying Problem”
• Powered flight research prior to 1900– Focus was on Control via • “Inherent Stability” versus “Dynamic Stability”
• Why did they make that control choice?– How is the situation similar to testing software?
April 2013 6www.CongruentCompliance.com
LangleyAerodrome
Wright Flyer I 2 3
Outline: Collaboration Without ChaosAdaptive Discretionary Control Model
• Fit the pieces together from these models:– Feedback Controllers
• and the Controller’s Internal Model
– Administrative Controls• Prescriptive versus Discretionary Controls
– Control Choices• Organizational and Activity Types. How to choose.
– OODA Model (Observe/Orient/Decide/Act)• The “Orient” process
– “Values” Archetypes• Example “Values” to Orient on
– Adaptive Team Model• The three ways to adapt
– Summary / Thought Experiment / References / Questions
April 2013 7www.CongruentCompliance.com
Spoiler Alert! Two Big Points, …
A. Chaos is the manifestation of inconsistency.– It is a sign that the controller is failing
B. To get Collaboration, you need to value it and be consistent– You can’t have collaboration using primarily
prescriptive procedures• even if your values are aligned to collaborate
– You can’t have collaboration using discretionary procedures• if you values are primarily aligned against collaboration
April 2013 8www.CongruentCompliance.com
“Values” Archetypes
(Inspired by Italy Talgam)
Adaptive Team ModelATM
(Entin, Serfaty, Deckert)
Feedback Controllersand the
Controller’s Internal Model
(Jerry Weinberg)
How to MakeControl Choices
Organization and
Activity Types
(Reasons & Perrow)
Administrative Controls
Prescriptive versus
Discretionary
(James Reasons)
OODA Model
ObserveOrientDecide
Act
(John Boyd)
Finding the Path through these Models…
April 2013 9www.CongruentCompliance.com
4 - 10
Adaptive Discretionary Control Model
Feedback Controllers
April 2013 10www.CongruentCompliance.com
4
Feedback Controllers - Overview
• The system of control must have– an image of the desired state (D) – the ability to observe the actual state (A) (Testing Info & Other Outputs)– The ability to compare state A and D for differences– The ability to act on the system to bring A closer to D. (Resources & Req.)
• Control is exercised through Resources and Requirements
April 2013 11www.CongruentCompliance.com
Controller
Testing Information
Other Outputs
Req.
TestingResources
Randomness
Req.
Resources
Randomness
Req.
Testing Information
Other Outputs
Controller
Feedback Controller’s Model
• The system of control must have– an image of the desired state (D) – the ability to observe the actual state (A)
(Testing Info & Other Outputs)– the ability to compare state A and D for differences
April 2013 12www.CongruentCompliance.com
Testing Information
Other OutputsTesting
Testing Information
Other Outputs
Desired State (D)or
ModelController
Actual State (A)or
Information
≠?
11
Administrative Controls
April 2013 13www.CongruentCompliance.com
5
Intermittent additions of organizational wisdom to Principles, Rules, Procedures – as a result of Incidents
and Non-Conformance.
Frequent comparisons of output measures w/org. objectives.
Deviant performance corrected.
Frequent comparisons of output measures w/org. objectives.
Deviant performance corrected. Congruent performance stored as rules & procedures.
Administrative Controls
April 2013 14www.CongruentCompliance.com
OUTPUT
Feedforward / Prescriptive
Feedback / Discretionary
Organizational
Standards, Objectives
Principles, Rules, Procedures
Human Performanc
e
Training, Experience, Using
Tools
Process being
Controlled
OutputMeasures
X
Zero Deviatio
n
Incidents, Non-
Conformance
Integrating Prescriptive/Discretionary Controls with Resources/Requirements
April 2013 15www.CongruentCompliance.com
TestingTesting Information
Other Outputs
Controller≠?
Prescriptive and Discretionary
Administrative ControlsReq.
Resources
Randomness
April 2013 16www.CongruentCompliance.com
How to Make a Control Choice
6
Rules and procedures not applicable. Task performance
at the discretion of the individual.
Requires a mixture of prescriptive control by rules and procedures and discretionary performance by the individual.
Requires mixture of prescriptive and discretionary performance control.
Pre-programmed
prescriptive process control possible by rules and procedures.
April 2013 17www.CongruentCompliance.com
Determine Control Choice based on Exception / Solution Characteristics of Activity
FEW EXCEPTION CASES
MANY EXCEPTION CASES
EASY SEARCH
FOR SOLUTIO
NS
HARD SEARCH
FOR SOLUTIO
NS
Tasks routine, repetitive, well-structured and predictable.
Tasks non-routine, but the many exceptional cases are relatively simple to analyze.
Work routine, but problems are sometimes vague and poorly conventionalized.
Tasks non-routine, poorly structured and unpredictable.
April 2013 18www.CongruentCompliance.com
Control Choices for Varieties of Organizations
FEW EXCEPTION CASES
MANY EXCEPTION CASES
EASY SEARCH
FOR SOLUTIO
NS
HARD SEARCH
FOR SOLUTIO
NS
Railways Postal ServicesConstructionTraditional BankingRoad Haulage
Nuclear Power Plants Chemical Process Plants Modern AircraftAdvanced Manufacturing Anesthesia
Architecture Maintenance and Repair Oil ExplorationPolice WorkScientific Research
Modern Military OperationsInvestment BankingMacro-economicsCrisis Management
Project Management
Recovering from Design Basis Accidents /
Issues
Production Lines
R&D Organizations
PRESCRIPTIVE MIXTURE
MIXTUREDISCRETION
Integrating Control Choice with Administrative Controls
• Analyze the organization and task activities to make Control Choices– Exception Cases– Search for Solutions
April 2013 19www.CongruentCompliance.com
TestingTesting Information
Other Outputs
Controller≠?
Prescriptive and Discretionary
Administrative ControlsReq.
Resources
Randomness
Task: Exception CasesSearch for Solutions
The OODA Model
April 2013 20www.CongruentCompliance.com
7
The OODA Model
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OBSERVATIONS
HERITAGE, TRADITION,CULTURE, ANALYSIS,EXPERIENCE, NEW INFORMATION
DECISION ACTION
OBSERVE ORIENT DECIDE ACTImplicit
Guidance& Control
Unfolding Interaction With Environment
VALUESFeedback
Unfolding Circumstance
s
• OODA is the engine inside the Controller– “Orient” steers you, based on your actual Values.
• Is your Orientation compatible with Collaboration?
Expanding OODA
April 2013 22www.CongruentCompliance.com
• Observations are– Evolving, Inconsistent, Uncertain, Incomplete, Dependent
• Orientation includes– Sense making– Managing alternative views– Sharing implicit knowledge– Managing uncertainty and risk– Developing courses of action– Considering alternative models
• Decisions– Process of repeatedly deciding
• Observe more, Orient more, or take Action
– Managing deliberation, Fusing information, Choosing what to do next
O O D A
Control
Interaction With Environment
Feedback
Integrating OODA with the Controller’s Model
• OODA Engine• “Orient” Compass
– Orient is the most important part - it shapes everything else
April 2013 23www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and Discretionary
ControlsReq.Resources
Randomness
Task: Exception CasesSearch for Solutions
“Values”: Control Orientation Archetypes
April 2013 24www.CongruentCompliance.com
8
For Each “Values” Archetype
• Who’s contributions valued?• How clear and specific are the expectations
and sanctions?• What organizational / team structure is implied?• What are the levels and types of control being
exercised?• How is control given, and taken back?• Who is making decisions and how are they made?• How would coordination occur?
April 2013 25www.CongruentCompliance.com
“Values” Archetypes of Control …
• The Cloud– The control vision of the inaccessible “Them”• You don’t contribute, I make you conform thru clarity
• The Unchanging Book– Control details are spelled out for - FOREVER• We don’t contribute or question, we serve
• Justice Potter Stewart– “I know it when I see it” - fulfill my inner vision• I’m in charge, but I won’t give you
explicit direction: figure-it-out for yourself
April 2013 26www.CongruentCompliance.com
12
13
14
… “Values” Archetypes
• Ballroom Dancing– A flowing, living, dynamic control process• The contribution of everyone is valued as we all
share and inspire within a shaped context
• Lewis and Clark– Control focus on everyone
understanding “Meaning and Intent"– The group and individuals• take initiative, are innovative, flexible, able to act
independently, and cooperate within a shared context
April 2013 27www.CongruentCompliance.com
15
16
Integrating Values into the “Orient” of OODA
• Values ♥
April 2013 28www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and Discretionary
ControlsReq.Resources
Randomness
Task: Exception CasesSearch for Solutions♥
Adaptive Team Model
April 2013 29www.CongruentCompliance.com
9
Ind. / TeamCharacteristi
cs+Team
Structure
TEAM PROCESSES
TaskworkTeam
Structure
Adaptive Team Model
April 2013 30www.CongruentCompliance.com
S
OperationalConditions
StressTeamworkTaskwork
Performance
DECISION-MAKINGADAPTION
COORDINATION ADAPTION
STRUCTURAL ADAPTION
Teamwork
• Several Team Structures• Tempo: Routine, High-Tempo, and Emergency• Shared Implicit Knowledge• Be sensitive to other member’s workload and performance when high-tempo
17
Integrating “Adaptive” into OODA and Controller’s Model
• Adapting– Structure, Coordination, Decision-Making
April 2013 31www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and Discretionary
ControlsReq.Resources
Randomness
Task: Exception CasesSearch for Solutions♥
11, 17
What Management Wants
• Show you are thoughtful about the topic• Be able to explain what Collaboration and Control
means to you– Describe all the parts to yourself
• Verbally, written, drawing, pictures, examples
– Check your description versus your experiences– Explain it / have a conversation with a trusted colleague
• Revise, refine, adapt
– Share more broadly, as appropriate– Make it yours
April 2013 32www.CongruentCompliance.com
Summary
April 2013 33www.CongruentCompliance.com
10
Adaptive Discretionary Control Model
A Question, …
April 2013 34www.CongruentCompliance.com
• Why do controllers seem to over-constrain the actions and options of people doing the testing tasks – when not warranted?– Managing controller’s anxiety and self-preservation? Enables
blame?– It is simpler to manage, less effort for the controller?– Misaligned values?– Models are frozen, can’t adapt?– Models exclude sharing or collaboration?– Misunderstanding task space control requirements?– Failure to train the people?– It creates abundant evidence of task activity?
Two Big Points, …
A. Chaos is the manifestation of inconsistency.– It is a sign that the controller is failing
B. To get Collaboration, you need to value it and be consistent– You can’t have collaboration using primarily
prescriptive procedures• even if your values are aligned to collaborate
– You can’t have collaboration using discretionary procedures• if you values are primarily aligned against collaboration
April 2013 35www.CongruentCompliance.com
Ten Summary Points …
1. Understand feedback controllers (Weinberg)2. Control is exercised through resources and requirements
(Weinberg)3. Prescriptive and discretionary controls (Reasons) are part of
the resources and requirements (Weinberg)4. Control method (Reasons) choice should be based on the
exception and solution characteristics of the task (Reasons and Perrow)
5. Controller’s have an internal model to compare to observations (Weinberg)
6. The controller (Weinberg) is driven by the engine of the OODA model (Boyd)
April 2013 36www.CongruentCompliance.com
… Ten Summary Points
7. The most important part of OODA is “Orient”. That is where your values are stored and accessed. (Boyd)
8. Different archetypes of values (Jones [and Talgam]) influence and color the options available to “Orient” in OODA (Boyd). Some archetypes foster collaboration, others discourage it.
9. The OODA model (Boyd) adapts through the process described by the Adaptive Team Model - structure, coordination, decision-making (Serfaty)
10. When OODA (Boyd) and ATM (Serfaty) are healthy [e.g., Values are aligned (Jones)] there are multiple optional models available to the controller (Weinberg)
April 2013 37www.CongruentCompliance.com
Questions
April 2013 39www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and Discretionary
ControlsReq.Resources
Randomness
Task: Exception CasesSearch for Solutions♥
Adaptive Discretionary Control Model
Direct References …
April 2013 40www.CongruentCompliance.com
• Feedback Controllers and the Controller’s Internal Model– Gerald (Jerry) Weinberg
• “Responding To Significant Software Events”, See Appendix D: Control Models (~ $10)– http://www.geraldmweinberg.com/Site/QSM_vol_2.html
• Administrative Controls – Prescriptive/Feedforward & Discretionary/Feedback Controls– James Reasons
• “Managing the Risks of Organizational Accidents”: Chapter 4, “The Human Contribution” page 61 to 64– http://www.amazon.com/Managing-Risks-Organizational-Accidents-
Reason/dp/1840141050
… Direct References …
April 2013 41www.CongruentCompliance.com
• Control Choices – Organization and Activity Types; Number of Exception Cases , Search for Solutions– James Reasons
• “Managing the Risks of Organizational Accidents”: Chapter 4, “The Human Contribution” page 64 to 68– http://www.amazon.com/Managing-Risks-Organizational-Accidents-Reason/dp/
1840141050
• OODA Model - Observe, Orient, Decide, Act– David Ullman
• ““OO-OO-OO!” The Sound of a Broken OODA Loop” (free)– http://www.crosstalkonline.org/storage/issue-archives/2007/200704/200704-
Ullman.pdf
… Direct References
April 2013 42www.CongruentCompliance.com
• Values Archetypes– Italy Talgam
• “Lead like the great conductors”, TED Talk (free)
• Adaptive Team Model - Adaptive: Structure, Coordination, Decision-Making– Entin, Serfaty, Deckert
• “Adaptive Team Model” from “Team Coordination Training” from Chapter 9 of “Making Decisions Under Stress” by Cannon-Bowers and Salas– http://psycnet.apa.org/books/10278/008
• Entin “The Effects of Leader Role and Task Load on Team Performance and Process in an AWACS Environment”, (free) page 4– http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA468045
Indirect References …
April 2013 43www.CongruentCompliance.com
• James Bullock, Marie Benesh, Gerald M. Weinberg– Roundtable on Project Management (~$8)
• http://www.amazon.com/Roundtable-Project-Management-Dialogues-ebook/dp/B005CX919Q
• Tom Coach– “The Bishop’s Boy’s: A Life of Wilbur and Orville Wright”, chapter 12, 19, and 20
• Sidney Dekker– Ten Questions About Human Error – A New View of Human Factors and System Safety (~$15)
• http://www.amazon.com/Questions-About-Human-Error-Transportation/dp/0805847456
• John Gall– Systemantics: How Systems Work and Especially How They Fail (~$3)
• http://www.amazon.com/Systemantics-Systems-Work-Especially-They/dp/0812906748
• Elizabeth Gilbert– “On Nurturing Creativity” and “having “ a genius. TED Talk (free)
• http://www.ted.com/talks/elizabeth_gilbert_on_genius.html
• Hillel Glazer– High Performance Operations (~$30)
• http://www.amazon.com/High-Performance-Operations-Compliance-Competitive/dp/0132779889
• Don Gray– “Managing in Mayberry: An examination of three distinct leadership styles” (free)
• http://www.donaldegray.com/managing-in-mayberry-an-examination-of-three-distinct-leadership-styles/
• Erih Hollnagel– The ETTO Principle: Efficiency-Thoroughness Trade-off (~$30)
• http://www.amazon.com/gp/product/0754676781/ref=olp_product_details?ie=UTF8&me=&seller=
… Indirect References
April 2013 44www.CongruentCompliance.com
• Robert Mager and Peter Pipe– Analyzing Performance Problems: or You Really Oughta Wanna (~$10)
• http://www.amazon.com/Analyzing-Performance-Problems-Really-Wanna-How/dp/1879618176
• Roger Nierenberg– Maestro: A Surprising Story About Leading By Listening (~$5)
• http://www.amazon.com/Maestro-Surprising-Story-Leading-Listening/dp/1591842883
• Steve Smith– “Coaching Your Personal Board of Directors” Workshop Session
• Gerald (Jerry) Weinberg– “Quality Software Management: Volume 1 - Systems Thinking”, chapter 1 to 7
• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “How Software Is Built” (~ $10)• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “Why Software Gets in Trouble” (~ $10)• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “How To Observe Software Systems” (~ $10)• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “An Introduction to General System Thinking” (~ $10)• http://www.geraldmweinberg.com/Site/General_Systems.html
– “Passive Regulation: General Systems Design Principles (General Systems Thinking)” (~ $10)• http://www.amazon.com/Passive-Regulation-Principles-Thinking-ebook/dp/B0054E3AMM#reader_B0054E3AMM
– “Active Regulation: General Systems Design Principles (General Systems Thinking)” (~ $10)• http://www.amazon.com/Active-Regulation-Principles-Thinking-ebook/dp/B0054E7ECY
References – Images Credits …
1. Cover Image http://www.ams-photography.com/
2. Langley Aerodrome http://en.wikipedia.org/wiki/File:LangleyAerodromeFlown.jpgThis image is in the public domain because its copyright has expired.
3. Wright Flyer I http://en.wikipedia.org/wiki/File:First_flight2.jpgThis media file is in the public domain in the United States.
4. Fall Road http://images.forestwander.com/wp-content/original/2011_10/fall-wilderness-road.jpgThe use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
5. Orange Country Road http://images.forestwander.com/wp-content/original/2010_10/country-roads-take-me-home.jpgThe use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
6. Walking Trail http://images.forestwander.com/wp-content/original/2010_03/spring-sunshine-walking-trail.jpgThe use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
7. Half Dome http://en.wikipedia.org/wiki/File:HalfDomeTraffic.jpegI, the copyright holder of this work, hereby release it into the public domain.
8. Plank Walk http://www.flickr.com/photos/feen/2642583576/sizes/l/in/photostream/Attribution-NonCommercial-NoDerivs 2.0 Generic. Some rights reserved by Aaron D. Feen
9. Ice Climbing http://en.wikipedia.org/wiki/File:Eisklettern_kl_engstligenfall.jpgThis file is licensed under the Creative Commons Attribution-Share Alike 2.5 Generic license by Schweiz .
10. Grand Canyon http://upload.wikimedia.org/wikipedia/commons/4/40/GrandCanyonWinter2008.JPGI, Pescaiolo, the copyright holder of this work, release this work into the public domain.
April 2013 45www.CongruentCompliance.com
… References – Images Credits …
11. Airplane takeoff http://en.wikipedia.org/wiki/File:Qantas_a380_vh-oqa_takeoff_heathrow_arp.jpgThe copyright holder of this work, release this work into the public domain.
12. Cloud http://en.wikipedia.org/wiki/File:Cloud_in_nepal.jpgI, Krish Dulal, the copyright holder of this work, hereby publish it under the following license: This file is licensed under the Creative Commons Attribution-Share Alike 3.0
Unported license.
13. Book http://en.wikipedia.org/wiki/File:Bucheinband.15.Jh.r.Inkunabel.jpgThis image (or other media file) is in the public domain because its copyright has expired.
14. Potter Stewart http://en.wikipedia.org/wiki/File:US_Supreme_Court_Justice_Potter_Stewart_-_1976_official_portrait.jpgThis work is in the public domain in the United States because it is a work of the United States Federal Government under the terms of Title 17, Chapter 1, Section 105 of
the US Code. See Copyright.
15. Ballroom Dance http://en.wikipedia.org/wiki/File:Ballroom_dance_exhibition.jpgThis file is licensed under the Creative Commons Attribution-Share Alike 2.5 Generic license.
16. Lewis and Clark http://en.wikipedia.org/wiki/File:Lewis_and_Clark_1954_Issue-3c.jpgThis work is in the public domain in the United States because it is a work of the United States Federal Government under the terms of Title 17, Chapter 1, Section 105 of the US Code.
17. Coins / Change http://www.ams-photography.com/
18. Violin http://en.wikipedia.org/wiki/File:Violinconsruction3.JPGPermission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version 1.2 or any later version
published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts.
19. Border Collie http://en.wikipedia.org/wiki/File:BC_eye.jpg Ditto
20. Tic-Tac-Toe http://en.wikipedia.org/wiki/File:Tic_tac_toe.svgThis file is ineligible for copyright and therefore in the public domain, because it consists entirely of information that is common property and contains no original
authorship
April 2013 46www.CongruentCompliance.com
… References – Images Credits: Slide 3
Squid http://en.wikipedia.org/wiki/File:Squid_komodo.jpgThis file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license.
Starfish http://en.wikipedia.org/wiki/File:Red-knobbed.starfish.arp.jpgThis work has been released into the public domain by its author, Arpingstone. This applies worldwide. In some countries this may not be legally
possible; if so: Arpingstone grants anyone the right to use this work for any purpose, without any conditions, unless such conditions are required by law.
Ant http://en.wikipedia.org/wiki/File:Meat_eater_ant_feeding_on_honey02.jpgPermission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version 1.2 only as
published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts. A copy of the license is included in the section entitled GNU Free Documentation License. Under the CC-BY-NC: you are free to copy, distribute, transmit and adapt this work provided that correct attribution is provided. Attribution must be provided in a prominent location to "Fir0002/Flagstaffotos".
Portrait http://en.wikipedia.org/wiki/File:JuanGris.Portrait_of_Picasso.jpgThis is a faithful photographic reproduction of an original two-dimensional work of art. The work of art itself is in the public domain for the following
reason: Public domain This work is in the public domain in those countries with a copyright term of life of the author plus 80 years or less. You must also include a United States public domain tag to indicate why this work is in the public domain in the United States. Note that Mexico has a term of 100 years and does not implement the rule of the shorter term, so this image may not be in the public domain in Mexico. Côte d'Ivoire has a general copyright term of 99 years, but it does implement the rule of the shorter term.
Viking http://en.wikipedia.org/wiki/File:Martian_face_viking.jpgThis file is in the public domain because it was created by NASA. NASA copyright policy states that "NASA material is not protected by copyright unless
noted".
Clock http://en.wikipedia.org/wiki/File:Pareidolia_3.jpgPermission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version 1.2 or any later
version published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts.
Flower Painting http://www.jokelibrary.net/words/test_faces5.htmlFive Profiles - drawn by unknown.
April 2013 47www.CongruentCompliance.com
Griffin Jones
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April 2013 48www.CongruentCompliance.com
Griffin.Jones@CongruentCompliance.com
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