It depends on the work. Sometimes people have to really be tight like a rock band, sometimes more freelance like the horns in an orchestra.
When the expectation and authority to speak is proportional to someone’s position in the power hierarchy, everybody loses.
Chair and CEO of client: “My staff messaged me to say it’s lucky I’m away on business because they got so much solved in your workshops. Yes, I have removed myself from the process because I see I am the bottleneck.”
It’s not all up to government to regulate the tech sector.
It’s up to us in tech as well.
This article is interesting “Beware the Pitfalls of Agility”. Not because I agree with it – I don’t – but for what it reveals.
I’ve seen the full range of individuals in the Big Consultancies. E.g. Deloitte do some lovely work in Wellington. That doesn’t change the problem with the fundamental model of every BigC…
I don’t think Agile software development will ever be “fixed”. It is what it is, it’s in wild, distributed across millions of people in a hundred countries.
Just as Agile swept the IT world, and then the business world, something else will come along to displace it. There will be a seminal event, a core group, and a new concept that doesn’t just capture but also ignites the zeitgeist.
It is tempting to want to simplify systems of work. It is also risky and costly.
This is a useful resource for one of the primary issues when creating a psychologically safe workplace: bullying.
We must stop holding people to commitments and measuring them on meeting them.
There are two interesting aspects of #chatgpt that seem to be conflated in many discussions. (Guilty). One is a clever party trick, one may be something more.
Dave Snowden wrote this post about Estuarine Mapping back in October last year, but I was too busy to read it properly until now. It’s important. Reading Dave’s stuff is heavy going but rewarding. There are insights here on how we all will think about change now that we accept and understand the complex nature of the world.
Moving from a computable causal paradigm to a complex emergent one is such a profound reshaping of ones own brain, I’m not surprised most people fumble. I’ve been wrestling with it for a decade and I still have a long long ways to go.
For me, there are four levels of organisation
Our friend and one of the Team Teal, Thi Thanh Hoa Dao, posted this on Facebook today, talking about an all-day workshop we are just finishing up now (we ran another one for a different client yesterday).
The FB translation is passable: