If you want to run a proficient business, you will not come around, that good communication is key to success. But it is by far more than just sharing information. So how does a good communication strategy look like? In the article "The Science of What Makes People Care" five principles from social science are being defined.
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 like magic.
What are the ingredients for a successful self-management transformation? K2K Emocionado has successfully transformed 70 organizations. In a guest post at Corporate Rebels, Lisa Gill takes a closer look at them and how they do it.
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 challenge. The return on invest is a bet, but it seems to pay off - at least for those who are telling these stories.
The Cynefin framework is used to help decision makers to understand the domain, they are operating in. It offers four contexts: simple, complicated, complex, chaotic, and disorder. They offer a "sense of place" from which to analyze behavior and decide how to act in similar situations. In general it is important to know what type of system you are dealing with. Playing the Cynefin Lego Game shows you how to decode what is happening in terms of organisational structures and communication in that specific system.
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. This post points to one of the discussions at Agile Uprising on the topic.
“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 10,000 and you have 100 people responsible for half the productivity of value.” A finding that goes hand-in-hand with many examples of Pareto Distribution (https://en.wikipedia.org/wiki/Pareto_distribution). So what to do about it? Give power to small teams! Develop cross functionality, build in quality from the beginning, and increase competency and team performance. Mob programming is an agile practice, which can help…
“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 smarter. [button url=”https://hbr.org/2016/11/why-diverse-teams-are-smarter” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
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 these needs. The Kano model (proposed in the 80s by Noriaki Kano) offers a way to differentiate these features by focusing on customer satisfaction. This article provides an alternative approach using the Kano model to answer the question: “Which features should be included in the Minimum Viable Product (MVP)?” [button url=”https://brokenrhythm.blog/prioritizing-product-features-with-kano-model” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
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 to build a continually better approach to the question that’s being begged: to estimate or not to estimate? Here’s what Malcolm Isaacs found in his search for the truth beyond the hashtag. [button url=”https://techbeacon.com/noestimates-debate-unbiased-look-origins-arguments-thought-leaders-behind-movement” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
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 your team in creating vision and strategy and invite them to think together about the future. You don’t need to have it all figured out before you talk about it. In fact, it’s better if you don’t. This amazing article from Seapoint Center gives eight guidelines to involve your team in creating vision and strategy. [button url=”https://seapointcenter.com/involve-your-team-in-creating-vision/” target=”_blank” size=”small” icon=”external-link”]Open…
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 are some virtual team building activities that make the seemingly impossible task of getting and keeping remote employees bonded and easier to reach. [button url=”https://www.teambonding.com/5-team-bondingtips-for-remote-employees/” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
“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 a person who needs to see your roadmap, or backlog, or “sprint backlog”, or “project”, or “plan” in a whole new way. So…changing delivery based on context is important. You could argue that it is the biggest challenge facing PMs. It is a design problem!” “11 Ways I Visualize Product Development Work” @johncutlefish