Agile Learning Quotes

At least once every human should have to run for his life, to teach him that milk does not come from supermarkets, that safety does not come from policemen, that 'news' is not something that happens to other people. He might learn how his ancestors lived and that he himself is no different--in the crunch his life depends on his agility, alertness, and personal resourcefulness.

Clean code is not written by following a set of rules. You don’t become a software craftsman by learning a list of heuristics. Professionalism and craftsmanship come from values that drive disciplines.

There are two parts to learning craftsmanship: knowledge and work. You must gain the knowledge of principles, patterns, practices, and heuristics that a craftsman knows, and you must also grind that knowledge into your fingers, eyes, and gut by working hard and practicing.

If you wait for the mango fruits to fall, you'd be wasting your time while others are learning how to climb the tree

Innovation is a learned organizational capability. You must train people how to innovate and navigate organizational barriers that kill off good ideas before they can be tested.

This need for humans to enhance their capabilities to become AAA is relevant in the context of machines learning faster, with increasingly higher-level human functions.

Learning agility means to learn, de-learn, and relearn all the times.

What is it that constitutes virtue, Mrs. Graham? Is it the circumstance of being able and willing to resist temptation; or that of having no temptations to resist? - Is he a strong man that overcomes great obstacles and performs surprising achievements, though by dint of great muscular exertion, and at the risk of some subsequent fatigue, or he that sits in his chair all day, with nothing to do more laborious than stirring the fire, and carrying his food to his mouth? If you would have your son to walk honourably through the world, you must not attempt to clear the stones from his path, but teach him to walk firmly over them - not insist upon leading him by the hand, but let him learn to go alone.' 'I will lead him by the hand, Mr. Markham, till he has strength to go alone; and I will clear as many stones from his path as I can, and teach him to avoid the rest - or walk firmly over them, as you say; - for when I have done my utmost, in the way of clearance, there will still be plenty left to exercise all the agility, steadiness, and circumspection he will ever have. - It is all very well to talk about noble resistance, and trials of virtue; but for fifty - or five hundred men that have yielded to temptation, show me one that has had virtue to resist. And why should I take it for granted that my son will be one in a thousand? - and not rather prepare for the worst, and suppose he will be like his - like the rest of mankind, unless I take care to prevent it?

I learned that the possessions most esteemed by your fellow-creatures were, high and unsullied descent united with riches. A man might be respected with only one of these acquisitions; but without either he was considered, except in very rare instances, as a vagabond and slave, doomed to waste his powers for the profit of the chosen few. And what was I? Of my creation and creator I was absolutely ignorant; but I knew that I possessed no money, no friends, no kind of property. I was, besides, endowed with a figure hideously deformed and loathsome; I was not even of the same nature as man. I was more agile than they, and could subsist upon coarser diet; I bore the extremes of heat and cold with less injury to my frame; my stature far exceeded their's. When I looked around, I saw and heard of none like me. Was I then a monster, a blot upon the earth, from which all men fled, and whom all men disowned?

In looking for the right places to make these tiny changes, there are three broad areas of opportunity. You can tweak your beliefs—or what psychologists call your mindset; you can tweak your motivations; and you can tweak your habits. When we learn how to make small changes in each of these areas, we set ourselves up to make profound, lasting change over the course of our lives.

An adult female orang-utan cannot defeat an adult male spotted hyena. That is the plain empirical truth. Let it become known among zoologists. Had Orange Juice been a male, had she loomed as large on the scales as she did in my heart, it might have been another matter. But portly and overfed though she was from living in the comfort of a zoo, even so she tipped the scales at barely 110 pounds. Female orang-utans are half the size of males. But it is not simply a question of weight and brute strength. Orange Juice was far from defenseless. What it comes down to is attitude and knowledge. What does a fruit eater know about killing? Where would it learn where to bite, how hard, for how long? An orang-utan may be taller, may have very strong and agile arms and long canines, but if it does not know how to use these as weapons, they are of little use. The hyena, with only its jaws, will overcome the ape because it knows what it wants and how to get it.

Then I said to myself, "If the centuries are going by, mine will come too, and will pass, and after a time the last century of all will come, and then I shall understand." And I fixed my eyes on the ages that were coming and passing on; now I was calm and resolute, maybe even happy. Each age brought its share of light and shade, of apathy and struggle, of truth and error, and its parade of systems, of new ideas, of new illusions; in each of them the verdure of spring burst forth, grew yellow with age, and then, young once more, burst forth again. While life thus moved with the regularity of a calendar, history and civilization developed; and man, at first naked and unarmed, clothed and armed himself, built hut and palace, villages and hundred-gated Thebes, created science that scrutinizes and art that elevates, made himself an orator, a mechanic, a philosopher, ran all over the face of the globe, went down into the earth and up to the clouds, performing the mysterious work through which he satisfied the necessities of life and tried to forget his loneliness. My tired eyes finally saw the present age go by end, after it, future ages. The present age, as it approached, was agile, skillful, vibrant, proud, a little verbose, audacious, learned, but in the end it was as miserable as the earlier ones. And so it passed, and so passed the others, with the same speed and monotony.

At least once every human should have to run for his life, to teach him that milk does not come from supermarkets, that safety does not come from policemen, that “news” is not something that happens to other people. He might learn how his ancestors lived and that he himself is no different—in the crunch his life depends on his agility, alertness, and personal resourcefulness.

Free human dialogue, wandering wherever the agility of the mind allows, lies at the heart of education. If teachers do not have the time, the incentive, or the wit to produce that; if students are too demoralized, bored, or distracted to muster the attention their teachers need of them, then THAT is the educational problem which has to be solved. . . That problem . . . is metaphysical in nature, not technical

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

You don’t need to be rescued or saved. You just need spaces that allow you to expand and rebuild.

GET OFF the paved path. It’s way too BASIC for you. There’s AIR to BREATHE. Oceans to FLOAT in. Dances to be DANCED. Songs to SING. Splendor to BEHOLD. Stop WAITING for PERMISSION.

A programmable mind embraces mental agility, to practice “de-learning” and “relearning” all the time.

These comments are so noisy that we learn to ignore them. As we read through code, our eyes simply skip over them. Eventually the comments begin to lie as the code around them changes.

Being real is the power skill of the century, but we’re taught to be otherwise in the places that should hold it most sacred: our families, schools, workplaces, communities, houses of worship, and governments.

Stop searching for wizards and wands. Don’t buy into the belief that you don’t have the brains, heart, and courage to make it. Link arms with your fellow travelers and never let go. Hold each other up so that you can see your own magic.

Emotional agility means being aware and accepting of all your emotions, even learning from the most difficult ones. It also means getting beyond conditioned or preprogrammed cognitive and emotional responses (your hooks) to live in the moment with a clear reading of present circumstances, respond appropriately, and then act in alignment with your deepest values.

It is genes that allow the human mind to learn, to remember, to imitate, to imprint, to absorb culture, and to express instincts. Genes are not puppet masters or blueprints. Nor are they just the carriers of heredity. They are active during life;

restructuring the organization to embrace more agile and adaptive models is a critical step in building resilience. By moving beyond traditional hierarchies, designing effective information flows, empowering employees, and cultivating a culture of experimentation and learning, organizations can create the foundation for long-term success in a dynamic and unpredictable environment.

It’s okay to be messy. Like sunflowers, galaxies, and fingerprints, your life is an intricately designed spiral. Your wrinkles, bumps, and bruises show the world you are a force of nature. Forget linear. When you embrace chaos, it brings its own kind of order.

A retrospective’s huge potential for learning should not be off-limits to any team member.

Learning agility is the willingness and ability to learn, de-learn, and relearn. Limitations on learning are barriers invented by humans.

Stop letting people shove you into the binary. There’s not enough room for your soul to fit into the narrow box being forced upon you.

Stop trying to bend your mind around someone else’s organizing framework.

When we continuously snuggle up to antiquated ideas, we shut our eyes against the light of our potential.

Is the enterprise agile (able to react quickly), Lean (efficient) and adaptive (intelligent, proactive and change oriented)?

Agile processes harness change for the customer's competitive advantage.

The Agile Project Management principles and framework encourage learning and adapting as an integral part of delivering value to customers.

You can only fail better only if you learn from failures. And then failing is something that prompts you to move ahead.

Bad design is the default mode, since it takes the least effort to create.

when agile projects fail, it’s often because of cultural and philosophical differences between waterfall and agile methodologies.

Perhaps the most important problem-solving skill that I have learned and practiced over the years is mental agility.

Good agile project managers and teams don’t focus on mistakes — or on who did them, or on how many times they were done.

QUESTION: What is the best way for a person to learn Chinese gung fu? BRUCE LEE: By being himself. The main thing is teaching a man to do his thing, to just be himself. The individual is more important than the style. If a person is awkward, he should not try to be agile. I’m against trying to impose a style on a man. This is an art, an expression of a man’s own self.

Stay woke. Jump out of bed, even if it makes you dizzy. Listen to your voice, even if it startles you. Breathe in the smelling salt, even if it stings you. Stare into the light of the reality before you, even if it burns. If you get weary, ask for help—whatever it takes to keep your eyes open. Bask in the glow of conscious living. You are awake. This is when change happens.

In the art of love,” she said thoughtfully, “you are the best I’ve ever seen. You are stronger than others, more agile, more willing. Well have you learned my art, Siddhartha. Some day, when I am older, I wish to bear your child. And yet all this time, beloved, you have remained a Samana. Even now you do not love me; you love no one. Is it not so?” “It may be so,” Siddhartha said wearily. “I am like you. You, too, do not love—how else could you practice love as an art? Perhaps people of our sort are incapable of love. The child people can love; that is their secret.

Agility, resilience, readiness, observation, learning, courage, vigilance, curiosity, and team spirit - these are the most critical traits needed to fight the change tornado called evolution.

Your first investment should be in yourself. Learn new skills. The market can go up or down but you’ll never lose your skills. This is more true today than ever before. Diversify your skills.

An awakened mind and heart will serve you well. Rigidity stalls upward progress. Be as expansive as you can. Even when you think you’ve reached your limit, there’s more to unlearn and relearn.

stress can be a real monster you have to vanquish from your team. And one of the main ways to do this is by ensuring that you plan your project in a very sustainable way, from the very beginning.

It is a state of mind, a learning of the oneness of things, an appreciation for fundamental insights known in Eastern philosophy and religion as simply the Way [or Tao]. For Boyd, the Way is not an end but a process, a journey…The connections, the insights that flow from examining the world in different ways, from different perspectives, from routinely examining the opposite proposition, were what were important. The key is mental agility

Merchants,” the Duke said, “have no loyalties other than to money. They have no honor. Honor is not learned, madame. It is bred. Just as you breed a horse for bravery and speed, or a hound for agility and ferocity, so you breed a nobleman for honor.

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and to learn from it.

Your goal is to build the kind of environment and work atmosphere that will make people actually want to work on their own, without feeling the threat of punishment if they have a bad day and without feeling constantly pressured by the stressed expressions of their bosses.

One reason that it’s difficult to understand is that twentieth-century managers had learned to parrot phrases like “The customer is number one!” while continuing to run the organization as an internally focused, top-down bureaucracy interested in delivering value to shareholders.

Implicit in the notion of such education as it is practiced in the United States is the concept of breadth. You concentrate in one field, but you get exposure to a range of others. You don’t just learn to think; you learn that there are different ways to think. You study human behavior in psychology, and then you study it in literature. You see what philosophy means by reality, and then you see what math or physics does. Your mind becomes more agile and resourceful, as well as more skeptical and rigorous. And most important of all, you learn to educate yourself.

Scrum is about whole people, not about skills. Scrum is not I, but We. It is about sharing, learning, continuous improvement, vibrant interaction, passionate collaboration, and personal growth. Scrum is about tribes, it is about building community. Each tribal member needs a sense of belonging, a personal quest.

I’d gone to an outdoor store in Minneapolis called REI about a dozen times over the previous months to purchase a good portion of these items. Seldom was this a straightforward affair. To buy even a water bottle without first thoroughly considering the latest water bottle technology was folly, I quickly learned. There were the pros and cons of various materials to take into account, not to mention the research that had been done regarding design. And this was only the smallest, least complex of the purchases I had to make. The rest of the gear I would need was ever more complex, I realized after consulting with the men and women of REI, who inquired hopefully if they could help me whenever they spotted me before displays of ultralight stoves or strolling among the tents. These employees ranged in age and manner and area of wilderness adventure proclivity, but what they had in common was that every last one of them could talk about gear, with interest and nuance, for a length of time that was so dumbfounding that I was ultimately bedazzled by it. They cared if my sleeping bag had snag-free zipper guards and a face muff that allowed the hood to be cinched snug without obstructing my breathing. They took pleasure in the fact that my water purifier had a pleated glass-fiber element for increased surface area. And their knowledge had a way of rubbing off on me. By the time I made the decision about which backpack to purchase—a top-of-the-line Gregory hybrid external frame that claimed to have the balance and agility of an internal—I felt as if I’d become a backpacking expert.

high performance starts with organizations whose leadership focuses on building an environment where people from different backgrounds and with different identities, experiences, and perspectives can feel psychologically safe working together, and where teams are given the necessary resources, capacity, and encouragement to experiment and learn together in a safe and systematic way.

Learning to write clean code is hard work. It requires more than just the knowledge of principles and patterns. You must sweat over it. You must practice it yourself, and watch yourself fail. You must watch others practice it and fail. You must see them stumble and retrace their steps. You must see them agonize over decisions and see the price they pay for making those decisions the wrong way.

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

DevOps benefits all of us in the technology value stream, whether we are Dev, Ops, QA, Infosec, Product Owners, or customers. It brings joy back to developing great products, with fewer death marches. It enables humane work conditions with fewer weekends worked and fewer missed holidays with our loved ones. It enables teams to work together to survive, learn, thrive, delight our customers, and help our organization succeed.

Sprint starts, sprint ends, and a lot gets changed in between! Once the sprint is over, you may not realize but one thing is for sure... You are not the same person who initiated last sprint, you grow with every sprint and that's what Agility is all about....So, not a good idea to count in years, the age of Agilist...now you know what to count!, didn't you? By the way, an Agilist never gets old, he just becomes more Agile!

Consider this book a description of the Object Mentor School of Clean Code. The techniques and teachings within are the way that we practice our art. We are willing to claim that if you follow these teachings, you will enjoy the benefits that we have enjoyed, and you will learn to write code that is clean and professional. But don’t make the mistake of thinking that we are somehow “right” in any absolute sense. There are other schools and other masters that have just as much claim to professionalism as we. It would behoove you to learn from them as well.

Winners throw out the traditional product management and introduction processes they learned at existing companies. Instead, they combine agile engineering and Customer Development to iteratively build, test and search for a business model, turning unknowns into knowns. Winners also recognize their startup “vision” as a series of untested hypotheses in need of “customer proof.” They relentlessly test for insights, and they course-correct in days or weeks, not months or years, to preserve cash and eliminate time wasted on building features and products that customers don’t want.

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

DevOps requires potentially new cultural and management norms and changes in our technical practices and architecture. This requires a coalition that spans business leadership, Product Management, Development, QA, IT Operations, Information Security, and even Marketing, where many technology initiatives originate. When all these teams work together, we can create a safe system of work, enabling small teams to quickly and independently develop and validate code that can be safely deployed to customers. This results in maximizing developer productivity, organizational learning, high employee satisfaction, and the ability to win in the marketplace.

That is what I want our young nascent readers to become: expert, flexible code switchers -- between print and digital mediums now and later between and among the multiple future communication mediums....I conceptualize the initial development of learning to think in each medium as largely separated into distinct domains in the first school years, until a point in time when the particular characteristics of the two mediums are each well developed and internalized. That is an essential point. I want the child to have parallel levels of fluency, if you will, in each medium, just as if he or she were similarly fluent in speaking Spanish and English. In this way the uniqueness of the cognitive processes honed by each medium would be there from the start.

You are the third bride wed for peace," Cymbra said with a smile. "And to be frank, it has not been an easy road for the two of us who went before. Yet knowing what we do now, neither Krysta nor I would ever have chosen a different path." "How much choice did you have?" To Rycca's surprise, Cymbra laughed. "In my case, none." She sighed in mocking languor. "I still remember Wolf's deeply romantic proposal. He told me that if I did not wed him, he would kill my brother." "He what?" "Oh,don't worry, he's gotten much better." She laughed again, fondly. "Much, much better.Besides, Dragon is the one who was always good with women." Rycca could not dispute that but neither could she ignore what she had just been told.Shocked, she asked, "What did you do?" "Do? Why,I punched him,of course. What else could I do? He went to our wedding worried that the blow still showed." "You...punched him?" The ethereal beauty beside her had struck the fierce Wolf? "Rycca,dear sister, something you must learn at once.Wolf and Dragon are both wonderful men but they are also overwhelming. It is part of their charm. Nontheless,with them it is always best to be firm. For that matter, the same can be said of my brother, as Krysta learned readily enough." "She and Lord Hawk seem devoted to each other." "As are Wold and I. That doesn't mean one should be a meek little woman rubbing feet." "What a horrible notion! However did you think of it?" "Oh,didn't you know? That's the kind of wife Dragon always said he wanted." Too many more shocks of this sort and she was going to turn to stone right where she stood. "He said that? Whatever could he have been thinking? Any such woman would drive him mad." "Which is more or less what Wolf told him, only he said she would kill him with boredom. No, Dragon needs someone who can match his spirit, which I am now reassured you can do. Come, let us seek out Magda, who will serve us cool milk and cakes and give us a snug place to talk while the men amuse themselves." "Dragon has a sword for his brother." "The Moorish sword? Perfect, they will be occupied for hours.We won't see them again until they are satisfied neither is stronger or more agile than the other.

Sara watched in awe. As agile as the dealers in the club were, she had never seen any of them handle cards with such ease. That, coupled with his extraordinary mind for numbers, would make him an invincible opponent. "Why don't you ever play?" she asked. "I've never seen you in a casual game with Lord Raiford or your other friends. Is it because you know you would always win?" Derek shrugged. "That's one reason," he said without conceit. "The other is that I don't enjoy it." "You don't?" "I never did." "But how can you be so good at something and not enjoy it?" "Now there's a question," he said, and laughed softly, setting aside the cards. Leading her to the hazard table, he took her by the hips and lifted her up. She sat on the edge of the table, her knees pushed apart as he stood between them. Derek leaned forward, his mouth a warm, gentle brand. "It's not like your writing, sweet. When you sit at your desk, you put your heart and mind into your work, and it gives you satisfaction. But cards are just patterns. Once you learn the patterns, it's automatic. You can't enjoy something if it doesn't demand a little of your heart." Sara caressed his black hair. "Do I have a little of your heart?

The human collective knows far more today than did the ancient bands. But at the individual level, ancient foragers were the most knowledgeable and skilful people in history. There is some evidence that the size of the average Sapiens brain has actually decreased since the age of foraging.5 Survival in that era required superb mental abilities from everyone. When agriculture and industry came along people could increasingly rely on the skills of others for survival, and new ‘niches for imbeciles’ were opened up. You could survive and pass your unremarkable genes to the next generation by working as a water carrier or an assembly-line worker. Foragers mastered not only the surrounding world of animals, plants and objects, but also the internal world of their own bodies and senses. They listened to the slightest movement in the grass to learn whether a snake might be lurking there. They carefully observed the foliage of trees in order to discover fruits, beehives and bird nests. They moved with a minimum of effort and noise, and knew how to sit, walk and run in the most agile and efficient manner. Varied and constant use of their bodies made them as fit as marathon runners. They had physical dexterity that people today are unable to achieve even after years of practising yoga or t’ai chi.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

artists and acrobats, the walls were enough to keep most people in. I don’t get super strength or scary points. But speed is my friend, and I caught her flat-footed because she thought one thing was happening when it was really something else. She thought I was running from her—and I was just trying to get up some speed. I ran for the wall. I don’t know what she thought I was doing, but she chased me hard for most of the distance. But as I approached the giant stone wall that surrounded the grounds, she slowed, anticipating that I would be stopped by it. A few months ago, a bunch of the pack had been at Warren’s house watching a Jackie Chan movie—I don’t remember which one because we were having a marathon—and Jackie just ran up a wall like magic. Warren had a wall around his backyard. Someone stopped the movie, and we’d all gone out and tried it. A lot. The werewolves had gotten moderately proficient, but my light weight and speed had made me the grand champion. The trick is to find a corner and have enough speed to make it to the top. Instead of stopping at the wall, I Jackie-Channed it up the stone surfaces and leaped over. I caught the werewolf totally by surprise. I don’t expect Bonarata and she watched old martial arts movies together. It didn’t seem like that kind of relationship. Her pause meant that the wolf, who could have caught me because as agile as I’d learned to be imitating Jackie Chan, going up was still slower than going forward, had missed her chance. I didn’t intend to give her another. I changed to coyote as I came off the top of the wall. I’m not a were-anything. It takes them time to change from human to wolf. I could do it—well, in this case I could do it in the time it took me to drop off the wall. I landed on four feet, running as fast as I could down a narrow road that was walled on both sides. I had no idea where I was, but out was a good direction, and I didn’t hesitate as I headed one way. Nor did I slow

When applied to the prefrontal lobes, TMS has been shown to enhance the speed and agility of cognitive processing. The TMS bursts are like a localized jolt of caffeine, but nobody knows for sure how the magnets actually do their work.” These experiments hint, but by no means prove, that silencing a part of the left frontotemporal region could initiate some enhanced skills. These skills are a far cry from savant abilities, and we should also be careful to point out that other groups have looked into these experiments, and the results have been inconclusive. More experimental work must be done, so it is still too early to render a final judgment one way or the other. TMS probes are the easiest and most convenient instrument to use for this purpose, since they can selectively silence various parts of the brain at will without relying on brain damage and traumatic accidents. But it should also be noted that TMS probes are still crude, silencing millions of neurons at a time. Magnetic fields, unlike electrical probes, are not precise but spread out over several centimeters. We know that the left anterior temporal and orbitofrontal cortices are damaged in savants and likely responsible, at least in some part, for their unique abilities, but perhaps the specific area that must be dampened is an even smaller subregion. So each jolt of TMS might inadvertently deactivate some of the areas that need to remain intact in order to produce savantlike skills. In the future, with TMS probes we might be able to narrow down the region of the brain involved with eliciting savant skills. Once this region is identified, the next step would be to use highly accurate electrical probes, like those used in deep brain stimulation, to dampen these areas even more precisely. Then, with the push of a button, it might be possible to use these probes to silence this tiny portion of the brain in order to bring out savantlike skills. FORGETTING TO FORGET AND PHOTOGRAPHIC MEMORY Although savant skills may be initiated by some sort of injury to the left brain (leading to right brain compensation), this still does not explain precisely how the right brain can perform these miraculous feats of memory. By what neural mechanism does photographic memory emerge? The answer to this question may determine whether we can become savants. Until recently, it was thought that photographic memory was due to the special ability of certain brains to remember. If so, then it might be difficult for the average person to learn these memory skills, since only exceptional brains are capable of them. But in 2012, a new study showed that precisely the opposite may be true. The key to photographic memory may not be the ability of remarkable brains to learn; on the contrary, it may be their inability to forget. If this is true, then perhaps photographic memory is not such a mysterious thing after all.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

Agile Methodology: Learn from how terror networks work. AGILE methodology is about being able to iterate and reiterate till you get it right. You are always at the start and the end at the same time till the launch. You are more nimble than the waterfall method and more resourceful than the lean method.

Scrum Master The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The scrum master is the team’s good shepherd, its champion, guardian, facilitator, and scrum expert.  The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. The scrum master is not—we repeat, not—the team’s boss. This is a peer position on the team, set apart by knowledge and responsibilities not rank.

A continuous learning culture will likely be the most effective way for this next generation of workers to relentlessly improve, and the successful companies that employ them.

There are bubbles of agile in a sea of Gantt charts with predetermined solutions, dates, and spending predicted at the point of knowing the least, an annual, bottom-up financial planning process that takes six months of the year to plan and re-plan and focuses on output over outcomes. There are “drop dead dates” and “deadlines” (in most cases it’s not life or death); RAG (red, amber, green) statuses and change control processes; a change lifecycle with twenty mandatory artifacts, most with their own stage-gate governance committee; a traditional waterfall Project Management Office; sixty-page Steering Committee decks; project plans with the word “sprint” ten times in the middle; a lack of psychological safety; a performance appraisal model that incentivizes mediocrity (underpromise to overdeliver) and uses a Think Big, Start Big, Learn Slow approach. The good news, with a charitable intent, is that the organization wants to improve.

The system needs to be managed, not the people. We don’t need to do more things or implement difficult frameworks, methods, or models; we need to learn how to allow people to give their best effort to the company by providing the correct structures. It’s a path of trial and error to find the best way for each company. The Agile principles and mindset can serve as a guide. The tools and practices work sometimes, but not every time. The only way to move forward is through continuous learning. The companies that learn faster than the others will be the winners. HR has the power to design the structures that either support people to perform or make it difficult to contribute in creative and innovative ways. If HR holds onto the old, traditional approach, the consequence will be rigid and fixed organizations chained to ineffective systems and processes. HR can either support or hinder the change toward a more Agile organization, which is why HR needs to go first! By providing different structures and focusing on customer value instead of rules, HR can lead companies through change that no other department is capable of.

CrossFit’s ten attributes of fitness—Endurance, Stamina, Speed, Strength, Balance, Accuracy, Coordination, Agility, Flexibility, Power. And then, in continuous fashion, Courage, Confidence, Perseverance, Virtuosity, Resilience, Service, Faith.

Three Ways: Flow, Feedback, and Continual Learning and Experimentation.

Experiments in the complex problem domain are the changes you make. They are not to learn about the system from a third-party perspective or from some sense of meta about the organisation. The experiment is the actual change you make towards the system being in balance with its changing environment.

how to use Agile for physical products: Ask “What will you learn?” instead of “What will you do?” Make decisions at the right time, with the right people and the best available knowledge. Visualize the flow of knowledge from idea to launch.

The norm is that if you launch a big initiative and it fails (in any department, not just tech), it would certainly limit your career. In more agile cultures, failure isn’t punished. Instead, it’s a learning opportunity. The mindset of embracing risk and tolerating failure is a huge part of the software ethos. It’s also one of the biggest things that old companies avoid—even those with leaders who claim, as many do, that they want to become more like a startup.

1.   Identify your core capabilities as a business. Can you define precisely what gives your company competitive advantage? How easily can it be imitated? How do you deliver value to your customers? Evaluate your business as a set of processes and capabilities. Be clear on the definition, and break down big processes into smaller functions and services. 2.   Identify the services. Think through what the service, and the API for the service, might be. How do you make it a “black box”? In other words, how will you protect it from replication and theft? 3.   Where’s your advantage? How would you offer best-in-class commercial terms? Commercial terms include cost, speed, availability, quality, flexibility, and features. 4.   Can it be profitable? Would these commercial terms and capabilities be viable in the market? Would it be a viable profitable business for you? 5.   Test and evaluate. You have a critical and fact-based understanding of your core capabilities, their gaps, and the potential benefit (or lack thereof) of a platform. Build your agile approach to testing, learning, and building value as you go.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Having a path for the product is good, building that path in line of the vision is key, doing it together ‘makes or breaks it’, tuning and adjusting it as we go and learning from it is what wins in an ever changing environment.

Sometimes we get very comfortable in the roles we are playing, and we find ways to continue seeing ourselves in those roles. People can often provide a feeling of support in their role by being attracted to groups of people who have similar interests or think in similar ways. As long as everyone agrees with what role they are playing, there need not be any conflict and we can all live together peacefully, right? But what happens when someone wants a little more flexibility. Maybe they are tired of feeling like a “victim” for a moment. Hmmm. Here is where a lot of the conflict within our relationships can show up; when we are trying to keep people playing certain roles which keep us comfortable. After all, if one knows how to exist within this system then there is not so much confusion and they can go about their life as this role, and they do not have to spend their time trying to review their beliefs and find new ground. But this can backfire due to loss of agility and flexibility. When someone is hiding deeply within one of these systems, oftentimes they do not see how if they tried to interact in the same way with a different group of people, they would quickly start learning some lessons about what they are creating. This is one reason why people can choose to hang out with others from very different backgrounds and energies. Attracting people into your life can assist you in identifying dissonance within you and loosening such solidly held identities. In this way, others can serve as a mirror. And this mirroring can serve as a way to freedom. We can also use this same tool inside of ourselves to identify dissonance and to become reconciled.

Actions for Impact If you’re interested in working on your rethinking skills, here are my top thirty practical takeaways. I. INDIVIDUAL RETHINKING A. Develop the Habit of Thinking Again 1. Think like a scientist. When you start forming an opinion, resist the temptation to preach, prosecute, or politick. Treat your emerging view as a hunch or a hypothesis and test it with data. Like the entrepreneurs who learned to approach their business strategies as experiments, you’ll maintain the agility to pivot.

Instead of making decisions early and waiting to the end to validate their decisions, they tried to learn as much as they could before committing to a decision.

You must release your old self into the fire of your vision and be willing to think in a way you have never even tried before. You must mourn the loss of your younger self, the person who has gotten you this far but who is no longer equipped to carry you onward. You must envision and become one with your future self, the hero of your life that is going to lead you from here. The task in front of you is silent, simple, and monumental. It is a feat most do not ever get to the point of attempting. You must now learn agility, resilience, and self-understanding. You must change completely, never to be the same again.

Army Brat: an acronym for Born, raised and transferred. Brats, irreverent, sometimes more reckless than courageous and unabashedly basking in the reflected glory and adoration our fathers deservedly received. But mostly we were gypsies--agile quick-witted and tough bunch of youngsters growing up in a world that barricaded the rest of the universe out and kept us cocooned within ours. The brats moved every two years across the country, from one cantonment to another, inadvertently learning to adapt and engage faster than their 'civilian' counterparts changed their iphones. Resilience was a byproduct of this lifestyle. Our wings were our roots. And those wings had brought my father to Tawang, a sensitive military base near out border with China.

I had no background, or I had a very exiguous background in finance. The guy who hired me always talked about hiring good intellectual athletes, people who were sort of mentally agile in an all-around way, and that the specifics of finance you could learn, which I think is true. But at the time, I mean, no hedge fund was really flooded with applicants, and that allowed him to let his mind range a little bit and consider different kinds of candidates. Today we have a recruiting group, and what do they do? They throw résumés at you, and it’s, like, one business school guy, one finance major after another, kids who, from the time they were twelve years old, were watching Jim Cramer and dreaming of working in a hedge fund. And I think in reality that probably they’re less likely to make good investors than people with sort of more interesting backgrounds. n+1: Why? HFM: Because I think that in the end the way that you make a ton of money is calling paradigm shifts, and people who are real finance types, maybe they can work really well within the paradigm of a particular kind of market or a particular set of rules of the game—and you can make money doing that—but the people who make huge money, the George Soroses and Julian Robertsons of the world, they’re the people who can step back and see when the paradigm is going to shift, and I think that comes from having a broader experience, a little bit of a different approach to how you think about things.

Failure is an important element of learning and improving products, but it is not a license to be careless.

For those aspects of the design that are high risk because they are entirely new and unproven, teams can choose to reduce this risk by exploring multiple alternatives. This allows them to delay the Last Responsible Moment for the final decision to preserve flexibility, and to learn faster about the alternatives so they are more likely to find the one that best meets their needs.

The key question to answer about any prototype is “What do I want to learn?” Prototypes validate the earlier decisions and design work, so often what we want to learn is this: “How well are the different parts working together?” and “Are we on target to meet our specifications and requirements?” If there’s a faster, better, cheaper way to learn those things, then it’s not yet time for a full system prototype.

But that doesn’t mean the plan is as stable as the plan to build a house. In middle development, teams still have learning to do, but the team’s focus is more on producing the deliverables that their partners need to produce the product at scale, sell it and support it in the field. While the team still has some Key Decisions to make and Knowledge Gaps to close, their focus turns more towards executing decisions that have already been made.

At the end of every learning cycle, teams have Learning Cycle Events to share what they’ve learned. When it’s time to make Key Decisions, teams have Integration Events to bring together the decision makers with the knowledge the team has built to close the decisions.

Every learning cycle is a timebox: a fixed amount of time that the team will use to learn as much as it can about its Knowledge Gaps.

At least once every human should have to run for his life, to teach him that milk does not come from supermarkets, that safety does not come from policemen, that “news” is not something that happens to other people. He might learn how his ancestors lived and that he himself is no different—in the crunch his life depends on his agility, alertness, and personal resourcefulness.

Rapid learning is guided by principles that propel learners to sprint through concepts, skills, and technologies, emerging as agile, lifelong learners.

Part V describes how we accelerate continual learning and experimentation by establishing a just culture, converting local discoveries into global improvements,

Three Ways: Flow, Feedback, and Continual Learning

The Third Way enables the creation of a generative, high-trust culture that supports a dynamic, disciplined, and scientific approach to experimentation and risk-taking, facilitating the creation of organizational learning, both from our successes and failures.

Being drawn to intelligence is like having a secret crush on the brainiest person in the room. It's like finding the smartest cookie in the jar and wanting to devour every last crumb of their knowledge. When someone's intellect shines bright, it's like a beacon calling you to explore the depths of their mind. So, if you're attracted to intelligence, own it! Dive into stimulating conversations. After all, who needs cupid's arrow when you've got the allure of a brilliant mind?

As you seek to understand, you must also seek to be understood. Seeking to understand requires empathy; seeking to be understood requires patience and humility. It doesn’t mean that you repeat yourself again and again, or that you get louder and louder. It means that you find ways to connect. You seek to understand how your colleague learns, how they listen, how they express themselves, and what they respond to. This is the basis of connection and a basis of communication.

the development teams learn the product or the feature from the business owner’s point of view. They use the features. They understand more than what the feature does; they understand how the feature is intended to be integrated into the product. They understand the role of the feature in the intended customer experience. With this insight, the development team can make recommendations that simplify the experience and enable even more efficient future development. And with the trust that has been established, and with the credibility that the development team has earned by learning the experience of the product, they can challenge the requirements. They can make suggestions and recommendations from the customer perspective, not exclusively from a developer’s perspective. They immerse in the product to learn the experience of the product.

In these forums, not only are you sharing information and listening, but you are also teaching. This is an opportunity for you to share stories. Share the company’s story. Share your story. You are the leader, and you have stories about your career, about your development, about leaders you’ve had. You have stories about what you’ve learned and how you’ve learned. Stories are one of the most powerful ways to connect that human beings connect. Share your story.

Create a safe space for your team. You can talk about psychological safety all day. But there’s nothing more powerful, nothing more convincing, than demonstrating that you’ve created a safe space. One way to do this: admit your own mistakes and share the impacts of your mistakes and the outcomes from your mistakes. Did the product fail? Did you learn from what happened? Share honestly and openly. Your examples speak loudly. They reveal not only your humility, but they also set the example for your team. They too will make mistakes, like you have. They too will be concerned or worried or scared, like you were. Set the example that mistakes happen—you make them, they make them—and that as a team, you discuss them, learn from them, and you move on together.

Agile retrospectives are a great way to continuously improve the way of working.

Getting feasible actions out of a retrospective and getting them done helps teams to learn and improve.

business challenges started with a predicament of two-year long development cycles for delivering firmware, and of complex embedded software that had been slowly aging over many years and needed to be re-architected. Big-bang integrations were frequent. Before learning about agile, we had some early improvements and got to the point of 8-week development cycles, a daily build or two, and a nightly smoke test.

DevOps and its resulting technical, architectural, and cultural practices represent a convergence of many philosophical and management movements (including): Lean, Theory of Constraints, Toyota production system, resilience engineering, learning organizations, safety culture, Human factors, high-trust management cultures, servant leadership, organizational change management, and Agile methods.

Audrey,” Beatrix implored, “do let me sit next to Lord Annandale.” As if it were some coveted privilege. “If you insist.” Audrey leaped from the settee as if she had been launched by a spring mechanism. Before Beatrix took her place, she bent to rummage beneath the settee. Dragging out a drowsing gray cat, she settled it on Annandale’s lap. “Here you are. Nothing warms you faster than a cat in your lap. Her name is Lucky. She’ll purr if you pet her.” The old man regarded it without expression. And to Christopher’s astonishment, the old man began to stroke the sleek gray fur. “This cat is missing a leg,” he remarked to Beatrix. “Yes, I would have named her Nelson, after the one-armed admiral, but she’s female. She belonged to the cheesemaker until her foot was caught in a trap.” “Why did you name her Lucky?” Annandale asked. “I hoped it would change her fortunes.” “And did it?” “Well, she’s sitting in the lap of an earl, isn’t she?” Beatrix pointed out, and Annandale laughed outright. He touched the cat’s remaining paw. “She is fortunate to have been able to adapt.” “She was determined,” Beatrix said. “You should have seen the poor thing, not long after the amputation. She kept trying to walk on the missing leg, or jump down from a chair, and she would stumble and lose her balance. But one day, she woke up and seemed to have accepted the fact that the leg was gone for good. And she became nearly as agile as before.” She added significantly, “The trick was forgetting about what she had lost…and learning to go on with what she had left.” Annandale gave her a fascinated stare, his lips curving. “What a clever young woman you are.

a leading predictor of C-suite success is insatiable curiosity and a willingness to learn.4 This learning agility includes learning to adjust the metrics by which you measure your progress.

Learning how to pivot between savvy veteran in some situations to rookie in others gives you the agility to climb new mountains and see new vistas.

Having developers share responsibility for the quality of the systems they build not only improves outcomes but also accelerates learning.

In our highly disjointed world at VeraComm, where functions don’t communicate well and don’t significantly collaborate, we fail to improve as a whole. Everybody seeks opportunities for improvement, but because we’re separated from each other, the best we can do is improve our individual step in the process and no more. We fail to understand that problems at one step can be caused by fundamental issues at another. And with learning cycles as slow as ours–pretty much equal to the frequency of releasing, every eight or ten months–we just can’t learn. Cause and effect are so widely separated from each other on the timeline that we simply cannot connect the dots. •

Our tech teams are learning Agile. Our product teams are learning Lean, and our design teams are learning Design Thinking. Which one is right?

Feedback loops not only enable quick detection and recovery of problems, they also inform us on how to prevent these problems from occurring again in the future. Doing this increases the quality and safety of our system of work, and creates organizational learning.

The true marker of learning is turning up with more questions than answers.

Everything is learning, learning is everything.

Being a puppet is overrated. Cut your strings. We are human beings, not doings. Knowing life is about impact, not performance, is the most badass kind of clarity you can have.

Perfect is annoying, boring, and impossible to sustain. Knowing how to translate conscientiousness into something beyond the fleeting satisfaction of “me” toward a “we” mindset is the best move you can make.

Be fearless with your questions. Don’t be afraid to get a little muddy. Keep your feet nimble and eyes open for new paths and perspectives. Ready yourself to be moved.

You can be all and none of the above all at once. Don’t feel obliged to check off little boxes for the sake of doing so, especially when they do not allow for realization of the beauty of the human spectrum.

Your consciousness will lead you home.

What if the theories in psychology that dominate our mainstream culture are flawed, rather than the people they diagnose? That we close our eyes to modern brain science and global context and pigeonhole human beings as “normal” or “abnormal” is one of the biggest shams of the century.

Our old methods of excavating for problems leaves us with more problems. Everything rides on changing the positions we hold, the questions we ask, and the answers we’re willing to accept. When we only mine for weaknesses, that’s exactly what we’ll find.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

Figure 1-9. Four principles. To serve memory and use, I’ve arranged these principles and practices into a mnemonic –STAR FINDER. In astronomy, a “star finder” or planisphere is a map of the night sky used for learning to identify stars and constellations. In this book, it’s a guide for finding goals, finding paths, and finding your way. First, we can get better at planning by making planning more social, tangible, agile, and reflective. At each step in the design of paths and goals, ask how these four principles might help. Social. Plan with people early and often. Engage family, friends, colleagues, customers, stakeholders, and mentors in the process. When we plan together, it’s easier to get started. Also, diversity grows empathy, sharing creates buy-in, and both expand options. Tangible. Get ideas out of your head. Sketches and prototypes let us see, hear, taste, smell, touch, share, and change what we think. When we render our mental models to distributed cognition and iterative design, we realise an intelligence greater than ourselves. Agile. Plan to improvise. Clarify the extent to which the goal, path, and process are fixed or flexible. Be aware of feedback and options. Know both the plan and change must happen. Embrace adventure. Reflective. Question paths, goals, and beliefs. Start and finish with a beginner’s mind. Try experiments to test hypotheses and metrics to spot errors. Use experience and metacognition to grow wisdom.

We will actively manage this technical debt by ensuring that we invest at least 20% of all Development and Operations cycles on refactoring, investing in automation work and architecture and non-functional requirements (NFRs, sometimes referred to as the “ilities”), such as maintainability, manageability, scalability, reliability, testability, deployability, and security. Figure 11: Invest 20% of cycles on those that create positive, user-invisible value (Source: “Machine Learning and Technical Debt with D. Sculley,” Software Engineering Daily podcast, November 17, 2015,

Many psychologists assert that creating systems that cause feelings of powerlessness is one of the most damaging things we can do to fellow human beings—we deprive other people of their ability to control their own outcomes and even create a culture where people are afraid to do the right thing because of fear of punishment, failure, or jeopardizing their livelihood. This can create the condition of learned helplessness, where people become unwilling or unable to act in a way that avoids the same problem in the future.

Learning the personality styles of others will further heighten your awareness of differences to enhance your social agility. When you gain clarity on what is important to others and why they act as they do, you will be better able to engage confidently with their energies and personalities to thrive in most any situation.

TRANSFORM LOCAL DISCOVERIES INTO GLOBAL IMPROVEMENTS When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge. In other words, when teams or individuals have experiences that create expertise, our goal is to convert that tacit knowledge (i.e., knowledge that is difficult to transfer to another person by means of writing it down or verbalizing) into explicit, codified knowledge, which becomes someone else’s expertise through practice. This ensures that when anyone else does similar work, they do so with the cumulative and collective experience of everyone in the organization who has ever done the same work. A remarkable example of turning local knowledge into global knowledge is the US Navy’s Nuclear Power Propulsion Program (also known as “NR” for “Naval Reactors”), which has over 5,700 reactor-years of operation without a single reactor-related casualty or escape of radiation. The NR is known for their intense commitment to scripted procedures and standardized work and the need for incident reports for any departure from procedure or normal operations to accumulate learnings, no matter how minor the failure signal—they constantly update procedures and system designs based on these learnings. The result is that when a new crew sets out to sea on their first deployment, they and their officers benefit from the collective knowledge of 5,700 accident-free reactor-years. Equally impressive is that their own experiences at sea will be added to this collective knowledge, helping future crews safely achieve their own missions.

I am very pleased to meet you, Mister True,” said the man as he reached out to shake True’s hand. He was careful to look the angel in the eye, as he hooked his cane handle into his trousers pocket so as to free up his left hand, which he also used to shake True’s hand. “Thank you for coming over to me, sir. As you can see, I am far from agile these days.” His speech was slow, but quite deliberate and poised. “My name is Ernest Mansfield, and I came out here to tell you that I realized tonight, during your speech, that I have been a fool all of my life. I thank you for the many rebukes in your speech. You pegged me well for the fool that I am. I got caught up early in the idea that my party is better than the other, and I never stopped to realize—like you said tonight—that the party I chose is itself corrupt enough to ruin this nation on its own.” True continued to listen patiently as the man spoke, still holding True’s hand in both of his own. “I am ninety-eight years old, and I have been a sucker for this partisan trap all my life.” Those last three words got to the old man as he spoke them. He began to sob, dropping his head forward. Benjamin True put his left hand on the man’s shoulder and remained quiet, trusting that the man needed no help to express himself. “I don’t know how long I have left on this planet, but obviously, my days are short,” Ernest Mansfield continued, gaining more control over his emotions. On my way over here, I laughed at myself that it should take me ninety-eight years to learn such a simple lesson. But at least I’ve learned it now, and I can correct myself from here forward.” The angel smiled at him and said, “Yes, you can!” “Well,” continued the man, “I won’t keep you any longer, as I’m sure you have many more people to see. I came out here to pay my respects to a man who dared to tell me the truth, and I’ve done it. And so I bid you good night, sir.” “I am very glad to have met you, and I thank you for coming to find me. May your time from now on be more fruitful than you would imagine! Good night to you, as well, Ernest Mansfield.

the Third Way focuses on creating a culture of continual learning and experimentation. These

high-performing manufacturing operations require and actively promote learning—instead of work being rigidly defined, the system of work is dynamic, with line workers performing experiments in their daily work to generate new improvements, enabled by rigorous standardization of work procedures and documentation of the results.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

The more assumptions we can invalidate, the faster we can find and fix problems, increases our resilience, agility, and ability to learn and innovate.

For a company culture to change, the top executives must be on board with changing it. This means they must understand what the change means for them.

A mature organization focuses on learning effectively and empowers the people who do the work to make decisions.

Our career mantra should be learn, relearn, repeat.

Here’s what it all boils down to: To become the differentiator, you need to always be learning.

According to research by Korn/Ferry International, “Learning agility is a leading predictor of leadership success today—more reliable than IQ, EQ [emotional intelligence] or even leadership competencies.

When you’re deep in study mode, stop every thirty minutes to review what you’ve just learned. Repeat the information you just covered out loud to yourself. This helps cement it in your brain even more when you want to recall it.

To learn faster, chunk, sequence, connect, dump, practice, and prioritize.

Eliminate multitasking to learn faster and think better.

Driving stakeholder value is a process, not an event. It requires organizations to make both a mind-set shift and a practice shift, in which everything from preparing to learning to innovating is continuous, engaged activity rather than simply moments in time.

it’s universally important to understand the people on the team, how they work together, and how each person’s work impacts everyone else.

Most software engineers are driven by pride of workmanship: we want to deliver products that we can stand behind, and that satisfy our users’ needs.

Programmers need to learn about the business problem that needs to be solved.

System over Ad Hoc. When you have routines for how you produce results, you can learn and improve. It’s one thing to produce results randomly, while it’s another to have a system you can count on. When you have a system, you can tune and prune what works for you.

You don't just learn to think. You learn that there are different ways to think. You study human behavior in psychology, and then you study it in literature. You see what philosophy means by reality, and then you see what math and physics does. Your mind becomes more agile and resourceful, as well as more skeptical and rigorous. And most important of all, you learn to educate yourself.

Shu-Ha-Ri is the levels of learning from Aikido. Shu-Ha-Ri means learn-detach-transcend.

We are uncovering better ways of developing software by doing it and helping others do it.

Agile project management revolves around empirical control.

to be able to achieve flexibility, all people involved in the project must perform continuous inspections and evaluations.

the team working using the Waterfall finishes each phase before moving to the next one.

One of the key components that Agile has brought to the table was project dynamism.

In Agile, as long as the team completes one sprint and developsa working software, it is possible to deliver and deploy.

Abandonware are orphaned software that might have resulted from failed and halted projects.

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need,

Agile processes promote sustainable development.

Simplicity—the art of maximizing the amount of work not done—is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

Customers Have the Highest Priority

Agile teams are required to make sure that all of the customer’s expectations are met.

Teamwork and individual skills are essential to the success of a project.

Complexity only leads to confusion and hindrances.

the process of study is not simply (a) to defend old certitudes or (b) to abandon them in light of new critical learning. It is rather an agile readiness to reformulate in light of new awarenesses (and revelation!) that comes from being led by the Spirit out beyond our comfort zone through this strange book with its strange voice that brings us to the strange God who refuses to submit to our certitudes or our cultural expectations.

Enables coherent exponential growth • Binds collective aspirations • Attracts top talent across the ecosystem • Supports a cooperative/non-political culture • Enables agility and learning

In 2013, for example, a seventeen-year-old Australian teenager living in England built a content-shortening app, called Summly, in his bedroom, which he promptly sold to Yahoo for a reported thirty million dollars. Now, imagine the next seventeen-year-old with a 3D printer, and you begin to sense the dimensions of the potential upheaval.

A Board can be harmonized through leadership humility, insightful business understanding, trustful culture, and learning agility.

An accountability mind has learned to be agile, wise, courageous, resilient, and high-mature.

It’s said that a wise person learns from his mistakes. A wiser one learns from others’ mistakes. But the wisest person of all learns from others’ successes.

when organizations adopt Agile practices, it is imperative that team leaders and development managers learn a better approach to leading and managing their teams.

What’s important is that you want to learn about management–Agile management. And you will, I promise.

If this feedback takes days or weeks to get to them, it is of limited value to the developers’ learning. If

Learning agility,” as they define it, “is the ability to reflect on experience and then engage in new behaviors based on those reflections.

This is what happens when you take a “big through small” approach. There are still dips, but they are shallower and shorter lived. Failing is learning; there will inevitably be setbacks. New skiers fall over. New musicians hit the wrong note and new language learners struggle to find the right word. A willingness to fail fast and often results in learning sooner. There is no such thing as a failed experiment. There is learning.

None of these failures occurred overnight or out of the blue. Quite the opposite. The seeds of failure were taking root for months or years while senior management remained blissfully unaware. In many organizations, like those discussed in this chapter, countless small problems routinely occur, presenting early warning signs that the company's strategy may be falling short and needs to be revisited. Yet these signals are often squandered. Preventing avoidable failure thus starts with encouraging people throughout a company to push back, share data, and actively report on what is really happening in the lab or in the market so as to create a continuous loop of learning and agile execution.

Imagine if Wells Fargo had adopted an agile approach to strategy: the company's top management would then have taken repeated instances of missed targets or false accounts as useful data to help it assess the efficacy of the original cross-selling strategy. This learning would then have triggered much-needed strategic adaptation.

Foragers mastered not only the surrounding world of animals, plants and objects, but also the internal world of their own bodies and senses. They listened to the slightest movement in the grass to learn whether a snake might be lurking there. They carefully observed the foliage of trees in order to discover fruits, beehives and birds’ nests. They moved with a minimum of effort and noise, and knew how to sit, walk and run in the most agile and efficient manner. Varied and constant use of their bodies made them as fit as marathon runners. They had physical dexterity that people today are unable to achieve even after years of practising yoga or t’ai chi.

Regin pretended not to notice, directing his gaze at Smitty.  “I know that the lad Steelbender be makin ye a sword, and scale armor.  And Max here be holdin’ enough scales fer a complete set fer ye both.  I see’d ye admirin’ the bow Max lent ye, so I made ye one o’ yer own.” Regin produced a bow and a quiver filled with arrows, and handed them over.  Smitty followed Dalia’s lead, dropping to one knee and bowing his head as he accepted the gifts.  “Thank you, Regin.  You are one kickass god!” “Ha!  This one learns quick!” Regin chuckled as Smitty checked out his gift. When Smitty saw the name in the description, his face split into a wide grin.  “Yesss!” Smitty’s Bow of Shootyness Item Quality: Unique, Epic Attributes:  Agility +5;  Strength +5, Dexterity +4, Luck +3 Enchantment: Sure-flight. This weapon set was crafted for Smitty the Battleborne by Regin himself.  The metal alloy used in both the bow and the arrows will not bend or break, and has a 50% increased chance of accepting enchantments.  The bowstring is made from the hamstring of a troll, and will regenerate itself when damaged.   Sure-flight Enchantment increases user’s chance of hitting intended targets by 50%.

Real learning gets to the heart of what it means to be human. Through learning, we recreate ourselves. Through learning, we become able to do something we never were able to do. Through learning, we re-perceive the world and our relationship to it. Through learning, we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning.” —Peter M. Senge,

As existing companies struggle to find ways to cope with unprecedented change, leaders must learn to proactively self-disrupt in a controlled fashion before they are disrupted against their will

When figures identified as thought leaders suggest the real value of higher education rests in its ability to teach new skills to the rising generation (as well as current job seekers who’ve been left behind, outsourced, or downsized), they cast knowledge and knowledge creation in purely instrumental terms, rendering the work of higher education almost completely transactional in nature. Sure, there are platitudes about “deep learning” and “meaningful connections” thrown into the mix, but that instrumental logic remains the dominant trope. This creates a real problem for those of us engaged in articulating and defending the larger value— the intrinsic public good— of higher education. Challenged by the abstract nature of arguments about social contracts and civic connections, we shift to a language we think will be taken more seriously by administrators, politicians, and cost-conscious parents: the language of marketable skills for the “new economy” and of terms like “nimble” and “agile” and “multiple competencies.” But in doing this, we cede the terrain of the debate; we’ve implicitly declared higher education’s real value is transactional and market oriented when we use that language. We’ve sacrificed our larger vision in favor of short-term relevance. While it might be an eminently understandable move, it’s certainly a dangerous one.

So what is the “secret sauce” of long-term healthy running? • Slow down! • Run for joy • Recover • Do not run too hard • Finish each run as if you could do it again • Keep fast and agile with short sprints and drills • Keep mobile, especially in the ankles and hips • Keep your foundation strong—this is your foot. Wear flat shoes shaped like your foot to stand, walk, run, and play. • Go barefoot as often as you can. • Learn the skill of running and keep trying to master this. A tool like TrueForm motor-less treadmill helps. • Do simple strength training with Kettle Bells and Burpees • Be your own body sensor and coach • Don’t sit • Eat real food • Do not put pain into your body • And pass it forward—we all continue to learn by teaching and sharing with others.

Life is hard in the days, but in the decades, the creator surges ahead from connecting the dots. Three decades of research by Korn Ferry7 shows that learning agility is the single-best predictor of career success, not grades or college pedigrees.

Learning-agile employees constantly seek new challenges at work, take risks and self-reflect from mistakes. They’re obsessed with learning and growth rather than titles and promotions. As a result, they adapt quickly to unfamiliar situations and thrive among chaos and uncertainty, the number one most critical skill in a world changing dramatically from technology. The higher you go in an organization, the more you’ll lead and make decisions in uncertainty. While ordinary careers stutter and plateau in this uncertainty, the learner’s career accelerates. Figure 6.1: The learner’s career path

You must envision and become one with your future self, the hero of your life that is going to lead you from here. The task in front of you is silent, simple, and monumental. It is a feat most do not ever get to the point of attempting. You must now learn agility, resilience, and self-understanding. You must change completely, never to be the same again.

Instead of failing fast, consider learning early. I find that learning early creates a different mindset for me. I now create small, safe-to-fail experiments. I manage my ambiguity around the entire deliverable by creating small steps.

People learn together by working together. Don’t waste time on fake team-building activities such as anything physical. Those activities might be fun for some people, but they don’t help people learn how to work together at work.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

Employees had the freedom to use their interests and strengths to contribute to the team, but they needed to learn how to use this freedom within the frame of customer commitments and legal regulations. Experimenting is essential to innovation and agility, but it is not possible to predict in advance all the places where the freedom will rub up against the frame.

Perhaps the greatest difference between coaching and consulting is where the intellectual authority lies. Coaching is a partnership, with the coach and client collaborating primarily using the client’s intellectual authority and experience to design new experiments, decisions, and ideas. With coaching, the client is the one with the answers. It is not the coach’s job to advise and instruct, but to ask challenging questions, make observations, and open new perspectives, so the client can see options and plan the best solutions for their environment. Coaches help clients take time to reflect, learn, and develop new ways of thinking. With consulting, the intellectual authority is typically in the hands of the consultant. Clients turn to consultants for advice, instructions, and professional opinions because the consultant can provide answers in areas where the client does not have the experience or expertise. Consultants often step in and do work for the clients.

Some knowledge can only be shared by socialization, through the kind of shared learning experiences found in brainstorming sessions, pairing, face-to-face interactions, and a bias to action. Learning by doing, like a blacksmith training an apprentice.

Producing slide after slide which tell our students what we expect them to do is basically wrong. Not only does it limit the agility and fluidity of teaching and learning, but it also constrains creativity and prevents the exciting escapades of learning that can only happen with the freedom that is created by the teacher and his or her students.

A new day has dawned. New Secondary Skills are unlocked: Strider’s Focus: You have grown closer to Nature and learned the basics of this skill without a trainer. Somatic Battle-Weaving: This skill has increased through extensive use without the need to allocate skill points to it. Equilibrium: This skill allows you to keep your balance and avoid effects that cause dizziness or disorientation. Suffer through more such effects to increase it. Blades: You have increased your knowledge of which techniques to use in which situations. He had little time to bask in the glory of his skill increases, as the true prize of level four awaited him: Focus Unlocked. At level 4, you may select a Focus for one of your Attributes. This Focus increases your effective score in that Attribute whenever the relevant trait is tested. For instance, Prowess(Strength) allows you better results when lifting heavy objects, but you receive no bonus for feats of agility (such as dodging attacks)

Given the importance of digital technology, and given which companies now serve as role models for executive leadership, it might be that instead of CIOs learning to wear suits, the rest of the executive team should be ready to start dressing down. Or perhaps the business should be learning how to align with IT, rather than the other way around.