Agile Work Quotes

It is not enough for code to work.

Life’s beauty is inseparable from its fragility.

The most effective way to transform your life, therefore, is not by quitting your job and moving to an ashram, but, to paraphrase Teddy Roosevelt, by doing what you can, with what you have, where you are.

When we show up fully, with awareness and acceptance, even the worst demons usually back down. Simply

If the work of the average man required half the mental agility and readiness of resource of the work of the average prostitute, the average man would be constantly on the verge of starvation.

But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal.

We still don’t like the things we don’t like –we just cease to be at war with them. And once the war is over, change can begin.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

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.

The parent who praises a child’s accomplishment by saying, ‘You studied hard!’ promotes a growth mindset. The parent who says, ‘Look at your A, son! You’re a genius!’ promotes a fixed mindset.

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

Courage is not an absence of fear; courage is fear walking.

Our contract with life is a contract that is brokered with fragility, and with sadness, and with anxiety. And if we’re going to authentically and meaningfully be in this world, we cannot focus on one dimension of life and expect that focusing on that dimension is going to then give us a well-rounded life.

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.

Duplication is the primary enemy of a well-designed system. It represents additional work, additional risk, and additional unnecessary complexity.

If you don’t collect any metrics, you’re flying blind. If you collect and focus on too many, they may be obstructing your field of view.

Emotional agility is about loosening up, calming down, and living with more intention. It’s about choosing how you’ll respond to your emotional warning system.

Staying emotionally agile requires us to find the equilibrium between overcompetence on the one hand and overchallenge on the other. This is the teeter-totter principle.

Who’s in charge—the thinker or the thought?” Are we managing our own lives according to our own values and what is important to us, or are we simply being carried along by the tide?

Perhaps you thought that “getting it working” was the first order of business for a professional developer. I hope by now, however, that this book has disabused you of that idea. The functionality that you create today has a good chance of changing in the next release, but the readability of your code will have a profound effect on all the changes that will ever be made.

Life is full of diving boards and other precipices, but, as we’ve seen throughout this discussion of emotional agility, making the leap is not about ignoring, fixing, fighting, or controlling fear—or anything else you might be experiencing. Rather, it’s about accepting and noticing all your emotions and thoughts, viewing even the most powerful of them with compassion and curiosity, and then choosing courage over comfort in order to do whatever you’ve determined is most important to you. Courage, once again, is not the absence of fear. Courage is fear walking—or

Perhaps the best term to describe living at the edge of our ability, thriving and flourishing, being challenged but not overwhelmed, is simply “whelmed.” And a key part of being whelmed lies in being selective in our commitments, which means taking on the challenges that really speak to you and that emerge from an awareness of your deepest values.

The mind, you see, is like a muscle. For it to remain agile and strong, it must work.

Work expands so as to fill the time available for its completion.” —Cyril Northcote Parkinson

People frequently die in fires or crash landings because they try to escape through the same door they used when they entered.

Of course, determing what you truly care about is only half the process of walking your why. Once you've identified your values, you then have to take them out for a spin. This requires a certain amount of courage, but you can't aim to be fearless. Instead, you should aim to walk directly into your fears, with your values as your guide, toward what matters to you. Courage is not an absence of fear; courage is fear walking.

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.

The speech fascinated him. His ear caught the rhythm of it and he noted their idioms and worked some of them into his patter. He had found the reason behind the peculiar, drawling language of the old carny hands—it was a composite of all the sprawling regions of the country. A language which sounded Southern to Southerners, Western to Westerners. It was the talk of the soil and its drawl covered the agility of the brains that poured it out. It was a soothing, illiterate, earthy language.

Goleman identified the five components of emotional intelligence as self-awareness, self-regulation, motivation, empathy, and social skills.

One way to start doing this is to answer a single question, in writing, each night before bed: “As I look back on today, what did I do that was actually worth my time?

The ultimate goal of emotional agility is to keep a sense of challenge and growth alive and well throughout your life.

Your application needs to work right now just once; it must be easy to change forever.

Delegation is not a binary thing. There are shades of grey between a dictatorship and an anarchy.

Nature favors evolution, not revolution. Studies from many different fields have demonstrated that small shifts over time can dramatically enhance our ability to thrive.

expectations are resentments waiting to happen.

Successful (working) but undesigned applications carry the seeds of their own destruction; they are easy to write, but gradually become impossible to change.

Innovation that happens from the top down tends to be orderly but dumb. Innovation that happens from the bottom up tends to be chaotic but smart.

small batches of work, small teams, short cycles, and quick feedback—in effect, “small everything.

Emotions pass. They are transient. There is nothing in mental experience that demands an action.

Emotions are data, they are not directives

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

Agile management is about working smarter rather than harder. It’s not about doing more work in less time: It’s about generating more value from less work.

Here are a few questions to ask yourself in order to start identifying your values: - Deep down, what matters to me? - What relationships do I want to build? - What do I want my life to be about? - How do I feel most of the time? What kind of situations make me feel most vital?

Compassion gives us the freedom to redefine ourselves as well as the all-important freedom to fail, which contains within it the freedom to take the risks that allow us to be truly creative.

One of the Scrum rules is that work cannot be pushed onto a team; the Product Owner offers items for the iteration, and the team pulls as many as they decide they can do at a sustainable pace with good quality.

These micro-moments of intimacy or neglect create a culture in which the relationship either thrives or withers. The tiny behaviours feed back on themselves and compound with time, as every interaction builds on the previous interaction, no matter how seemingly trivial. Each person's moments of pettiness and anger, or generosity and lovingness, create a feedback loop that makes the overall relationship either more toxic or happier.

No matter what it is, if you don’t move your eyes and set the pace yourself, your intellect is sentenced to death. The mind, you see, is like a muscle. For it to remain agile and strong, it must work. Television rules that out.

The Future of work is all about CREAM. More Consciousness, Relationships, Empathy, AdaptAgility, and Meaning. We must be building a more human-centered context for stakeholders, as opposed to JUST MORE profits for shareholders".

We found in surveys of Agile teams that some 80 percent to 90 percent of Agile teams perceive tension between the way the Agile team is run and the way the whole organization is run. In half of those cases, the tension was “serious.

Our hidden demons are simply the residue of perfectly ordinary and almost universal insecurity, self-doubt, and fear of failure. Maybe you still resent your sister for flirting with your boyfriends in high school. Maybe you feel undervalued by your new boss. This is not even the stuff of a good, tear-soaked Oprah episode. But it can be enough to hook you into behaving in ways that don’t serve you.

And if something feels new, difficult, or even slightly incoherent, fear kicks in. And while fear comes in all shapes and sizes, and sometimes it appears in disguise (as procrastination, perfection, shutting down, unassertiveness, or excuses), it speaks only one word: no, as in "No, I'll just screw it up." "Nah, I wouldn't know anyone there." "Nope, that will look awful on me." "Nuh-uh, thanks; I'll sit this one out.

A child’s sense of secure attachment—this idea that I, in all my glory, as well as all my stinkiness and imperfection, am loved and accepted—allows him not only to take risks in the world but also to take risks with his own emotions. Knowing he will not be invalidated, rejected, punished, or shamed for feeling whatever he feels, he can test out sadness, happiness, or anger and figure out how to manage or respond to each of these emotions in turn.

Luckily, scientists have uncovered a few secrets to help make the process of creating habits easier. In their bestselling book Nudge, the economist Richard Thaler and the law professor Cass Sunstein show how to influence other people’s behavior through carefully designed choices, or what they called “choice architecture.” You

It’s often the case that teams working in agile processes do not actually go back to improve the user interface of the software. But, as the saying goes, “it’s not iterative if you only do it once.” Teams need to make a commitment to continuous improvement, and that means not simply refactoring code and addressing technical debt but also reworking and improving user interfaces. Teams must embrace the concept of UX debt and make a commitment to continuous improvement of the user experience.

It is a myth that we can get systems “right the first time.” Instead, we should implement only today’s stories, then refactor and expand the system to implement new stories tomorrow. This is the essence of iterative and incremental agility. Test-driven development, refactoring, and the clean code they produce make this work at the code level.

Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan. Scrum is the framework I built to put those values into practice. There is no methodology.

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

The ultimate test of agility is whether you can keep all your stakeholders happy.

true agility means that teams are constantly working to evolve their processes to deal with the particular obstacles they are facing at any given time.

You know you are working on clean code when each routine turns out to be pretty much what you expected.” Half

Emotions are a part of how we speak our truth to other people and vice versa.

Emotional quotient or EQ, which is the other name for emotional intelligence, is the ability to recognize, discern, and manage emotions.

When we lack compassion, we see the world as just as unforgiving as we are, so the very idea of failure is crippling.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

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.

Fiction can do that: can make a space for reflecting, for generating novel ways of responding and reacting to lies and guns and walls alike. The mere act of cracking open a book, Smith thinks, is creative in itself, capable of inculcating kindness and agility in the reader. ‘Art is one of the prime ways we have of opening ourselves and going beyond ourselves. That’s what art is, it’s the product of the human being in the world and imagination, all coming together. The irrepressibility of the life in the works, regardless of the times, the histories, the life stories, it’s like being given the world, its darks and lights. At which point we can go about the darks and lights with our imagination energised” - Olivia Laing, Funny Weather

It is not enough for code to work. Code that works is often badly broken. Programmers who satisfy themselves with merely working code are behaving unprofessionally. They may fear that they don’t have time to improve the structure and design of their code, but I disagree. Nothing has a more profound and long-term degrading effect upon a development project than bad code.

Grit embodies—but is not the same as—resilience, ambition, and self-control. The University of Pennsylvania psychologist and researcher Angela Duckworth defines it as passion and sustained persistence in trying to achieve a goal over the very long haul, with no particular concern for rewards or recognition along the way. Resilience is about overcoming adversity; ambition, at some level, suggests a desire for wealth, fame, and/or power; self-control can help you resist temptations, but that doesn’t necessarily mean you’re persistently pursuing a long-term goal.

In Collegium it had been the fashion, while he had been resident there, to paint death as a grey-skinned, balding Beetle man in plain robes, perhaps with a doctor's bag but more often an artificer's toolstrip and apron, like the man who came in, at the close of the day, to put out the lamps and still the workings of the machines. Among his own people, death was a swift insect, gleaming black, its wings a blur - too fast to be outrun and too agile to be avoided, the unplumbed void in which he swam was but the depth of a single facet of its darkly jewelled eyes.

Her frail body, although still agile as a cricket under the Moon's weak pull, was not up to heavy work with a wrench, but her eyes were sharper—and much more experienced—than those of the twins.

the most important work of a future simulation is to prepare our minds and stretch our collective imagination, so we are more flexible, adaptable, agile, and resilient when the “unthinkable” happens.

Summary of Scrum vs Kanban Similarities: - Both are Lean and Agile - Both use pull scheduling - Both limit WIP - Both use transperency to drive process improvement - Both focus on delivering releasable software and often - Both are based on self-organizing teams - Both require breaking the work into pieces. - In both, the release plan is continuously optimized based on empirical data (velocity/lead time)

I couldn't have accepted a man whose thoughts and work were an Enigma to me; love would be a justification not a limitation. the picture I can't it up in my mind was a very steep climb in which my partner, a little more agile and stronger than myself, would help me from one stage to the next. I was grasping rather than generous. if I had to drag someone along beside me, I should have been consumed with impatience. a life in common would have to favour, and not stand in the way of, my fundamental aim, which was to conquer the world. the man destined to be mine would be neither inferior nor different, nor outrageously superior; someone who would guarantee my existence without taking away my powers of self-determination.

Agile project leaders help their team balance at the edge of chaos—some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the "art" of agile leadership.

When Elizabeth was old and had a wrinkled face and black teeth, she was one day discovered practicing the dance step alone, to the sound of a fiddle, determined to keep up to the last the limberness and agility necessary to impress foreign ambassadors with her grace and youth.

A sound idea is a form of energy. It can not be destroyed. It evolves from inspiration, to a function of preparation, then determination - till the ideator's dream becomes actualized in real life At the very least, success is a second iteration of the original, unscripted Idea So your idea refinement process needs to be test-driven Test Determine on time if investment in terms of effort and time is worth it Work Smart Fail early, fail often, Success lies on the paths yet to be treaded, Open your mind, Think Disruption, Be Flexible Be AGILE I think this is an idea worth sharing

If your goal is to deliver a product that meets a known and unchanging specification, then try a repeatable process. However, if your goal is to deliver a valuable product to a customer within some targeted boundaries, when change and deadlines are significant factors, then reliable Agile processes work better.

He laughs like, what can you do? Laughs and spreads his palms as if revealing himself, Cortez the thief, as he is and always was, the person I always knew was there but never wanted to see. I am surprised, but why am I surprised? I decided at some point that he had made my road his road, given over to me the last two months of preimpact existence, because I was on my cockamamie hero's quest and required an able and agile sidekick—I reached that conclusion without thinking about it much and put the question aside. But everybody does everything for a reason. That's lesson number one of police work; it's lesson number one of life.

At first Alexander could not believe it was his Tania. He blinked and tried to refocus his eyes. She was walking around the table, gesturing, showing, leaning forward, bending over. At one point she straightened out and wiped her forehead. She was wearing a short-sleeved yellow peasant dress. She was barefoot, and her slender legs were exposed above her knee. Her bare arms were lightly tanned. Her blonde hair looked bleached by the sun and was parted into two shoulder-length braids tucked behind her ears. Even from a distance he could see the summer freckles on her nose. She was achingly beautiful. And alive. Alexander closed his eyes, then opened them again. She was still there, bending over the boy’s work. She said something, everyone laughed loudly, and Alexander watched as the boy’s arm touched Tatiana’s back. Tatiana smiled. Her white teeth sparkled like the rest of her. Alexander didn’t know what to do. She was alive, that was obvious. Then why hadn’t she written him? And where was Dasha? Alexander couldn’t very well continue to stand under a lilac tree. He went back out onto the main road, took a deep breath, stubbed out his cigarette, and walked toward the square, never taking his eyes off her braids. His heart was thundering in his chest, as if he were going into battle. Tatiana looked up, saw him, and covered her face with her hands. Alexander watched everyone get up and rush to her, the old ladies showing unexpected agility and speed. She pushed them all away, pushed the table away, pushed the bench away, and ran to him. Alexander was paralyzed by his emotion. He wanted to smile, but he thought any second he was going to fall to his knees and cry. He dropped all his gear, including his rifle. God, he thought, in a second I’m going to feel her. And that’s when he smiled. Tatiana sprang into his open arms, and Alexander, lifting her off her feet with the force of his embrace, couldn’t hug her tight enough, couldn’t breathe in enough of her. She flung her arms around his neck, burying her face in his bearded cheek. Dry sobs racked her entire body. She was heavier than the last time he felt her in all her clothes as he lifted her into the Lake Ladoga truck. She, with her boots, her clothes, coats, and coverings, had not weighed what she weighed now. She smelled incredible. She smelled of soap and sunshine and caramelized sugar. She felt incredible. Holding her to him, Alexander rubbed his face into her braids, murmuring a few pointless words. “Shh, shh…come on, now, shh, Tatia. Please…” His voice broke. “Oh, Alexander,” Tatiana said softly into his neck. She was clutching the back of his head. “You’re alive. Thank God.” “Oh, Tatiana,” Alexander said, hugging her tighter, if that were possible, his arms swaddling her summer body. “You’re alive. Thank God.” His hands ran up to her neck and down to the small of her back. Her dress was made of very thin cotton. He could almost feel her skin through it. She felt very soft. Finally he let her feet touch the ground. Tatiana looked up at him. His hands remained around her little waist. He wasn’t letting go of her. Was she always this tiny, standing barefoot in front of him? “I like your beard,” Tatiana said, smiling shyly and touching his face. “I love your hair,” Alexander said, pulling on a braid and smiling back. “You’re messy…” He looked her over. “And you’re stunning.” He could not take his eyes off her glorious, eager, vivid lips. They were the color of July tomatoes— He bent to her—

Sadhana It is important not to keep eating through the day. If you are below thirty years of age, three meals every day will fit well into your life. If you are over thirty years of age, it is best to reduce it to two meals per day. Our body and brain work at their best only when the stomach is empty. So be conscious of eating in such a way that within two and a half hours, your food moves out of the stomach, and within twelve to eighteen hours completely out of the system. With this simple awareness you will experience much more energy, agility, and alertness. These are the ingredients of a successful life, irrespective of what you choose to do with it.

In our relationships, creative lives, personal development, and work, we can promote this advancement in two ways-- expanding our breadth (what we do: the skills we acquire, the topics we talk about, the avenues we explore) and our depth (how well we do what we do: the quality of our listening, our level of engagement with the world).

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.

Approach over Results. How you accomplish your results is more important than the results themselves in the long run. Your approach is your foundation. It’s what you fall back on when you don’t know the way forward. Your approach should be sustainable. You should also be able to improve your approach over time. Your approach should be consistent with your values. Your approach should play to your strengths and limit your weaknesses.

The curse of comfort--defaulting to the familiar and accessible--wouldn't matter so much if the only place it led you was down the supermarket aisle, past the unfamiliar and difficult-to-pronounce exotic foods, and straight to your favorite brand of peanut butter. Its impact, though, is much more insidious and far-reaching. It can lead to mistakes that waste our time and keep us from getting where we want to go--sometimes literally.

One of the outstanding features of Vanni society was the degree of integration of disabled people into the mainstream. They could be seen actively participating in many spheres, carrying out work with grit and amazing agility. People with one arm would ride motorbikes with heavy loads behind them on their motorbikes. You would hardly have known that some people you worked with were missing a leg from below the knee. Disability had been normalized. Serving these people was the only prosthetic-fitting service in Vanni, Venpuraa. This also expanded its service with the introduction of new technology. A common phrase one heard even prior to the Mullivaikaal genocide was about so and so having a piece of shrapnel in some part of their body. Many people lived with such pieces in their body and suffered varying degrees of pain as a result. Visiting medical experts did their best to remove the ones causing the most severe pain.

described approached so nigh as to receive some interruption from the warders, he dashed his dusky green turban from his head, showed that his beard and eyebrows were shaved like those of a professed buffoon, and that the expression of his fantastic and writhen features, as well as of his little black eyes, which glittered like jet, was that of a crazed imagination. "Dance, marabout," cried the soldiers, acquainted with the manners of these wandering enthusiasts, "dance, or we will scourge thee with our bow-strings till thou spin as never top did under schoolboy's lash." Thus shouted the reckless warders, as much delighted at having a subject to tease as a child when he catches a butterfly, or a schoolboy upon discovering a bird's nest. The marabout, as if happy to do their behests, bounded from the earth, and spun his giddy round before them with singular agility, which, when contrasted with his slight and wasted figure, and

This principle fits well with the concept of business and development working daily. Business needs to be intensely involved with the process, if for nothing more than identifying the 80% of the work that we really don’t have to do. Just think of the amount of money that could be saved every year by reducing project scope to only those features and functions that are actually used! Think of how quickly we could deliver functionality! Think of how many more “projects” we could complete!

third of the variants for success are simple competencies. These include, but are not limited to: Possessing a drive for results and being able to get results from others The ability to make decisions, including unpopular decisions Strategic agility when dealing with ambiguity A certain level of risk tolerance Financial acumen Critical thinking, which is an innate trait Tactical ability Perseverance Self-awareness, which includes the ability to work through your weaknesses and not have blind spots Interpersonal skills The

...I don't know, but I may have even been happy. Happy perhaps. Each century brought its portion of light and shadow, apathy and combat, truth and error, and its cortège of systems, new ideas, new illusions. In each of them the greenery of a springtime was bursting forth, and then would yellow, to be rejuvenated later on. So in that way life had the regularity of a calendar, history and civilization were being made, and man, naked and unarmed, armed himself and dressed; built hovel and palace, a crude village and Thebes of a Thousand Gates; created science that scrutinizes and art that elevates; made himself orator, mechanic, philosopher; covered the face of the globe; descended into the bowels of the Earth; climbed up to the sphere of the clouds, collaborating in that way in the mysterious work in which he mitigated the necessities of life and the melancholy of abandonment. My gaze, bored and distracted, finally saw the present century arrive, and behind it the future one, it came along agile, dexterous, vibrant, self-confident, a little diffuse, bold, knowledgeable, but in the end as miserable as the ones before, and so it passed...

Lake Natron resided in northern Tanzania near an active volcano known as Ol Doinyo Lengai. It was part of the reason the lake had such unique characteristics. The mud had a curious dark grey color over where Jack had been set up for observation, and he noted that there was now an odd-looking mound of it to the right of one of the flamingo’s nests. He zoomed in further and further, peering at it, and then realized what he was actually seeing. The dragon had crouched down beside the nests and blended into the mud. From snout to tail, Jack calculated it had to be twelve to fourteen feet long. Its wings were folded against its back, which had small spines running down the length to a spiky tail. It had a fin with three prongs along the base of the skull and webbed feet tipped with sharp black talons. He estimated the dragon was about the size of a large hyena. It peered up at its prey with beady red eyes, its black forked tongue darting out every few seconds. Its shoulder muscles bunched and its hind legs tensed. Then it pounced. The dark grey dragon leapt onto one of flamingoes atop its nest and seized it by the throat. The bird squawked in distress and immediately beat its wings, trying to free itself. The others around them took to the skies in panic. The dragon slammed it into the mud and closed its jaws around the animal’s throat, blood spilling everywhere. The flamingo yelped out its last breaths and then finally stilled. The dragon dropped the limp carcass and sniffed the eggs before beginning to swallow them whole one at a time. “Holy shit,” Jack muttered. “Have we got a visual?” “Oh, yeah. Based on the size, the natives and the conservationists were right to be concerned. It can probably wipe out a serious number of wildlife in a short amount of time based on what I’m seeing. There’s only a handful of fauna that can survive in these conditions and it could make mincemeat out of them.” “Alright, so what’s the plan?” “They told me it’s very agile, which is why their attempts to capture it haven’t worked. I’m going to see if it responds to any of the usual stimuli. So far, they said it doesn’t appear to be aggressive.” “Copy that. Be careful, cowboy.” “Ten-four.” Jack glanced down at his utility belt and opened the pocket on his left side, withdrawing a thin silver whistle. He put it to his lips and blew for several seconds. Much like a dog whistle, Jack couldn’t hear anything. But the dragon’s head creaked around and those beady red eyes locked onto him. Jack lowered the whistle and licked his dry lips. “If I were in a movie, this would be the part where I said, ‘I’ve got a bad feeling about this.’” The dragon roared, its grey wings extending out from its body, and then flew straight at him.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

we had to unlearn a great deal of what we thought we knew about how war—and the world—worked. We had to tear down familiar organizational structures and rebuild them along completely different lines, swapping our sturdy architecture for organic fluidity, because it was the only way to confront a rising tide of complex threats. Specifically, we restructured our force from the ground up on principles of extremely transparent information sharing (what we call “shared consciousness”) and decentralized decision-making authority (“empowered execution”). We dissolved the barriers—the walls of our silos and the floors of our hierarchies—that had once made us efficient. We looked at the behaviors of our smallest units and found ways to extend them to an organization of thousands, spread across three continents. We became what we called “a team of teams”: a large command that captured at scale the traits of agility normally limited to small teams.

There's something else I wanted to say about Cézanne: that no one else before him demonstrated so clearly the extent to which painting is something that takes place among the colors, and how one has to leave them completely alone, so that they can come to terms among themselves. Their mutual intercourse: this is the whole of painting. Whoever meddles, whoever arranges, whoever injects his human deliberation, his wit, his advocacy, his intellectual agility in any way, is already disturbing and clouding their activity. Ideally a painter (and, generally, an artist) should not become conscious of his insights: without taking the detour through his conscious reflection, his progressive steps, mysterious even to himself, should enter so swiftly into the work that he is unable to recognize them in the moment of transition. Alas, the artist who waits in ambush there, watching, detaining them, will find them transformed like the beautiful gold in the fairy tale which cannot remain gold because some small detail was not taken care of.

■​A good negotiator prepares, going in, to be ready for possible surprises; a great negotiator aims to use her skills to reveal the surprises she is certain to find. ■​Don’t commit to assumptions; instead, view them as hypotheses and use the negotiation to test them rigorously. ■​People who view negotiation as a battle of arguments become overwhelmed by the voices in their head. Negotiation is not an act of battle; it’s a process of discovery. The goal is to uncover as much information as possible. ■​To quiet the voices in your head, make your sole and all-encompassing focus the other person and what they have to say. ■​Slow. It. Down. Going too fast is one of the mistakes all negotiators are prone to making. If we’re too much in a hurry, people can feel as if they’re not being heard. You risk undermining the rapport and trust you’ve built. ■​Put a smile on your face. When people are in a positive frame of mind, they think more quickly, and are more likely to collaborate and problem-solve (instead of fight and resist). Positivity creates mental agility in both you and your counterpart. There are three voice tones available to negotiators: 1.​The late-night FM DJ voice: Use selectively to make a point. Inflect your voice downward, keeping it calm and slow. When done properly, you create an aura of authority and trustworthiness without triggering defensiveness. 2.​The positive/playful voice: Should be your default voice. It’s the voice of an easygoing, good-natured person. Your attitude is light and encouraging. The key here is to relax and smile while you’re talking. 3.​The direct or assertive voice: Used rarely. Will cause problems and create pushback. ■​Mirrors work magic. Repeat the last three words (or the critical one to three words) of what someone has just said. We fear what’s different and are drawn to what’s similar. Mirroring is the art of insinuating similarity, which facilitates bonding. Use mirrors to encourage the other side to empathize and bond with you, keep people talking, buy your side time to regroup, and encourage your counterparts to reveal their strategy.

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.

Globalization has shipped products at a faster rate than anything else; it’s moved English into schools all over the world so that now there is Dutch English and Filipino English and Japanese English. But the ideologies stay in their places. They do not spread like the swine flu, or through sexual contact. They spread through books and films and things of that nature. The dictatorships of Latin America used to ban books, they used to burn them, just like Franco did, like Pope Gregory IX and Emperor Qin Shi Huang. Now they don’t have to because the best place to hide ideologies is in books. The dictatorships are mostly gone—Brazil, Argentina, Uruguay. The military juntas. Our ideologies are not secrets. Even the Ku Klux Klan holds open meetings in Alabama like a church. None of the Communists are still in jail. You can buy Mao’s red book at the gift shop at the Museum of Communism. I will die soon, in the next five to ten years. I have not seen progress during my lifetime. Our lives are too short and disposable. If we had longer life expectancies, if we lived to 200, would we work harder to preserve life or, do you think that when Borges said, ‘Jews, Christians, and Muslims all profess belief in immortality, but the veneration paid to the first century of life is proof that they truly believe in only those hundred years, for they destine all the rest, throughout eternity, to rewarding or punishing what one did when alive,’ we would simply alter it to say ‘first two centuries’? I have heard people say we are living in a golden age, but the golden age has passed—I’ve seen it in the churches all over Latin America where the gold is like glue. The Middle Ages are called the Dark Ages but only because they are forgotten, because the past is shrouded in darkness, because as we lay one century of life on top of the next, everything that has come before seems old and dark—technological advances provide the illusion of progress. The most horrendous tortures carried out in the past are still carried out today, only today the soldiers don’t meet face to face, no one is drawn and quartered, they take a pill and silently hope a heart attack doesn’t strike them first. We are living in the age of dissociation, speaking a government-patented language of innocence—technology is neither good nor evil, neither progress nor regress, but the more advanced it becomes, the more we will define this era as the one of transparent secrets, of people living in a world of open, agile knowledge, oceans unpoliced—all blank faces, blank minds, blank computers, filled with our native programming, using electronic appliances with enough memory to store everything ever written invented at precisely the same moment we no longer have the desire to read a word of it.

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.

A slow smile curved his lips. “Lillian, I’ve wanted you every moment since I first held you in my arms. And it has nothing to do with your damned perfume. However”— he inhaled the scent one last time before replacing the tiny stopper—“ I do know what the secret ingredient is.” Lillian stared at him with wide eyes. “You do not!” “I do,” he said smugly. “What a know-all,” Lillian exclaimed with laughing annoyance. “Perhaps you’re guessing at it, but I assure you that if I can’t figure out what it is, you certainly couldn’t—” “I know conclusively what it is,” he informed her. “Tell me, then.” “No. I think I’ll let you discover it on your own.” “Tell me!” She pounced on him eagerly, thumping him hard on the chest with her fists. Most men would have been driven back by the solid blows, but he only laughed and held his ground. “Westcliff, if you don’t tell me this instant, I’ll—” “Torture me? Sorry, that won’t work. I’m too accustomed to it by now.” Lifting her with shocking ease, he tossed her onto the bed like a sack of potatoes. Before she could move an inch, he was on top of her, purring and laughing as she wrestled him with all her might. “I’ll make you give in!” She hooked a leg around his and shoved hard at his left shoulder. The childhood years of fighting with her boisterous brothers had taught her a few tricks. However, Marcus countered every move easily, his body a mass of steely, flexing muscles. He was very agile, and surprisingly heavy. “You’re no challenge at all,” he teased, allowing her to roll atop him briefly. As she sought to pin him, he twisted and levered himself over her once more. “Don’t say that’s your best effort?” “Cocky bastard,” Lillian muttered, renewing her efforts. “I could win… if I didn’t have a gown on…” “Your wish may yet be granted,” he replied, smiling down at her.

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.