General Stanley McCrystal from the U.S. Joint Special Operations Task Force in [https://hbr.org/2015/08/what-companies-can-learn-from-military-teams HBR » What Companies Can Learn from Military Teams]: I still believe in rehearsals, but I’ve learned they have a different value. When I joined the Army Rangers in 1985 we’d rehearse airfield seizure operations—we’d parachute in wearing night vision goggles, and […]
The one who learns the most is the teacher, not the students. Teaching, in contrast to being taught, is a wonderful way to learn. Schools have reversed the proper role of students and teachers—the roles that were played in the old one-room school house. The students taught each other with assistance from the teacher as […]
”’Growth is an increase in size or number; development is an increase in competence”’.
Science, technology, and economics focus on efficiency, but not effectiveness. ”’The difference between efficiency and effectiveness is important to an understanding of transformational leadership”’.
Vincent Walsh talks about ”down time” that facilitates creativity and the emergence of new ideas. ”Down time” implies that the other part is ”up time”. I tend to reverse the perspective: our time awake is in fact ”down time” and when we are asleep or relaxed we are actually enjoying ”up time”. We are, however, […]
One important source of [[uncertainty]] is a property known as nonlinearity. ”’Nonlinearity describes systems in which causes and effects are disproportionate.”’ Minor incidents or actions can have decisive effects. Major effort can have no effect whatsoever. Outcomes of endeavors can hinge on the actions of a few individuals. Issues can be decided by [[chance|chances]] and […]
An attribute of life is uncertainty. All actions in life take place in an atmosphere of increasing uncertainty, or the “fog of life.” Uncertainty pervades life in the form of unknowns about the what to create, about the environment, and even about your organization.
Centuries of battlefield-tested agility, leanliness, and maneuverability. How agile can you be? It is essential that our philosophy of command support the way we fight work. First and foremost, in order to generate the tempo of operations we desire and to best cope with the [[uncertainty]], disorder, and fluidity of combat work, command and control […]
Henrik Kniberg says that Squads at Spotify are using Big Visible Improvement Boards that focus on one to three Actionable Accelerators like: “What is blocking us?” Also, the board shows a Definition of Awesome that includes things like: Really finishing stuff. Easily ramping up new team members. No recurring tasks or bugs.
Goldilocks is an interesting technique and basically doing the opposite of estimating: You shape the work into the desired sizes. Vote each item into one of three piles: “Too Big”, “Just Right”, and “Too Small”. Split any “Too Big” items into “Just Right”-sized ones. Group any “Too Small” items together into “Just Right”. The Goldilocks […]