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 take the field. It’s a pretty complex thing, and we’d do it over and over. We’d have contingencies in case things went wrong, but we were always trying to make things as foolproof as we could.
The longer we did it, the more I realized the value of rehearsal was not in trying to get this perfectly choreographed kabuki that would unfold as planned.
The value of rehearsal was to familiarize everybody with all the things that could happen, what the relationships are, and how you communicate. What you’re really doing is ”’building up the flexibility to adapt”’.
I’ve never been on an operation that went as planned.
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 they, the students, requested.
According to The Association of Libraries in the United States, retention rates for each type of exposure are as follows:
*10% of what is seen
*20% of what is heard
*30% of what is seen and heard
*70% of what is talked over with others
*80% of what is used and done in real life
*95% of what someone else is taught to do
Tell them, and they will forget.
Show them, and they will remember.
Involve them, and they will understand.
Source: [http://ackoffcenter.blogs.com/ackoff_center_weblog/2004/12/a_systemic_view.html A Systemic View Of Transformational Leadership], Russell L. Ackoff.
Science, technology, and economics focus on efficiency, but not effectiveness. ”’The difference between efficiency and effectiveness is important to an understanding of transformational leadership”’. Continue reading “Effectiveness and efficiency”
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 incidents so minute as to figure in histories simply as anecdotes.
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 Principle applied to sorting stories reminds of potato grading machines that sort potatoes into different sizes.