Not only telling, but real involvement is the objective of my personal Meetup group in Munich. Changing organizations can be seen from a business perspective, but also from a personal point of view. Involvement and development come hand-in-hand and ask for experimentation and surprising changes of perspective. Often it looks [continue…]
There are 10 essential components for a self-management transformation: (1) transparency (2) no hierarchy (3) teams (4) no privileges (5) salary balance (6) no controls (7) measure & track (8) shared decision-making (9) no layoffs (10) profit share
More and more companies plan to make use of hackathon. They want to bring innovation and hidden talents to their organization. Too compelling are the various success stories, which are telling about fabulous results. They are delivered by people, who invest a small amount of their time into an inspiring [continue…]
“A game to let you experience four of the five domains of Dave Snowden’s Cynefin framework” The Cynefin framework is used to help decision makers to understand the domain, they are operating in. It offers for contexts: simple, complicated, complex, chaotic, and disorder. They offer a “sense of place” from [continue…]
Lot’s of discussions are going on in the internet on possibilities to scale agile. There are various frameworks, which are gaining more and more popularity. The link above points to one of the discussions at Agile Uprising on the topic. It is worthwhile reading, as subject matters experts, including matured [continue…]
“Let’s say you are at a company with 10 people; price’s law states that approximately 3 people will be responsible for half of the productivity of value. Scale that out to 100 and now it’s 10 people who are responsible for half the productivity of value. Now scale that to [continue…]
“An organization that establishes safety as a prerequisite and experiments together, will improve together, and win together.”
“Intrinsic motivation is essential for high-performing teams. Those leaders who understand the difference between internal and external motivators and know how to harness them will have the edge on their competition, on the field or in the marketplace.” “Praise the effort, not the outcome.”
In recent years a body of research has revealed another, more nuanced benefit of workplace diversity: nonhomogenous teams are simply smarter. Working with people who are different from you may challenge your brain to overcome its stale ways of thinking and sharpen its performance. Let’s dig into why diverse teams are [continue…]
One of the challenges product teams encounter, is how to decide which features should be included in their products. Identifying the user needs, helps teams to focus on what a product should deliver to address a certain type of user. In time, teams develop many ideas on how to address [continue…]
There are many points on which Zuill (who first blogged about completing a project sans estimates in 2012) and Kretzman (a strong critic of the #NoEstimates movement and a supporter of the continued use of estimates when effective) actually agree, giving both sides of the debate common ground on which [continue…]
One of the biggest mistakes leaders make is thinking they are supposed to have all the answers, especially when it comes to vision. There is a natural desire to look like you are smart and know what you’re doing. But sometimes the smartest thing you can do is to involve [continue…]
65% of remote employees report that they never had a team building session. Having co-workers spread across two or more locations is becoming a model more and more organization will have to adapt to. Stop hesitating, but look for ways to cope with co-located colleagues in a better way. Here [continue…]
Chaitanya: I think it is very much important in team bonding of multiple countries located teams that to understand the cultural…
Harald Dietrich: You are so right! Culture always plays an important role. We must be facing differences in behavior when working co-located.…
“Whenever you’re thinking high level, someone will bring you down to earth and ask you to get into the weeds. Whenever you’re in the weeds, someone will complain that you’re not being high level enough. It’s the burden we bear. Just when you think you’ve figured things out, you’ll encounter [continue…]
“Many organisations today are run according to management principles which are 50 to 100 years old. These methods are not appropriate to the fluid and fast-paced world we live in, but many organisations are struggling to change. This article tells about the history and future of management theory, so we [continue…]
pkretzman: Just to be clear: there are few (if any) points where Woody Zuill and I agree, except for possibly on…