Rehearse to boost adaptive power

General Stanley McCrystal from the U.S. Joint Special Operations Task Force in [ 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 […]

Creativity and down time

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 […]

Improvement Board

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 […]