Agile Working 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.

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.

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

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.

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.

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.

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

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

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 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.

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.

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

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

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.

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.

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?

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 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.

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.

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

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

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

Emotions are data, they are not directives

change is a process, not an event.

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.

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.

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.

expectations are resentments waiting to happen.

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?

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

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

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

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

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

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

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.

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

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

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.

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

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

We choose and wear our clothes every morning. Attitude is the same. Positivity is an attitude – we can choose to wear it every morning

1. The no-brainer: Switch up your environment so that when you’re hungry, tired, stressed, or rushed, the choice most aligned with your values is also the easiest.

2. The piggyback: Add a new behavior onto an existing habit.

3. The precommitment: Anticipate obstacles and prepare for them with “if-then” strategies.

4. The obstacle course: Offset a positive vision with thoughts of potential challenges.

By relentless and constant experimentation in their daily work, they were able to continually increase capacity, often without adding any new equipment or hiring more people.

To be full of love and enthusiasm for your work is a prerequisite for collaboration, a professional obligation;

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.

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.

The team was flowing. Work in progress was under control. Features were used by customers. It was like watching a unicorn drive a Tesla through a burndown chart.

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

Acceptance is a prerequisite for change.

Women were a nimble workforce capable of working collaboratively in networks and fluid groups-we still speak of secretarial "pools"-adaptable to the needs of the enterprise

When we have a reduced sense of our own agency and effectiveness, it weakens the “readiness potential” in our brains.

by politely asking questions ..., we often can clarify our approach, prevent false steps and needless work, and end up with a better result

Remind the Obliger that saying no allows him or her to say yes to work that's more important

If you focus on the strength of the team, you will begin to find work as a positive challenge.

If you are thinking about Agile as a set of tools and processes, you’re looking for the wrong thing. You can’t go to the store and “buy some Agile management.

The client gets to see the next iteration of the system every three weeks, instead of waiting five years for one “big bang” delivery.

Rebels often seek out careers that give them the flexibility to choose their work, set their own schedules, and avoid having to answer to other people.

But it doesn't matter what we think a person (or ourselves) "should be able to" do - what matter is only what works for each individual.

In other words, firms don’t have to be “born Agile,” like Spotify. Even big, old firms can undertake an Agile transformation if they set their minds and hearts to it—and stick with it.

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.

integrating the objectives of QA and Operations into everyone's daily work reduces firefighting, hardship, and toil, while making people more productive and increasing joy in the work we do.

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)

A maxim in the theater tells us this: On time is already late (Devin 2009). That is, if we arrive at work on time with our bodies only, having not groomed our minds to collaborate, we are simply late. Unprepared.

Imagine a working culture where everyone is not looking at faults, but looking at positives. Encouragements are so lacking in today’s busy world. Start trying it first, and one day, someone will do the same for you!

Choices,' the philosopher Ruth Chang said, 'are chances for us to celebrate what is special about the human condition.. that we have the power to create reasons for ourselves to become the distinctive people we are.

Large and small companies employed “agile” and “scrum” procedures that gave clueless managers a way to discipline and control engineers whose work they could neither reproduce independently nor competently evaluate.

When we consider our own Tendency, we can create circumstances and messages that will work best for us, and when we consider other people's Tendencies, we can create circumstances and messages that will work best for them.

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

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.

The task of delighting customers is thus the job of everyone. It requires the efforts of everyone in the corporation—and beyond—to share insights and figure out ways to handle a challenge that is much more difficult than merely delivering a product or service.

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.

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

When people look under the hood, we want them to be impressed with the neatness, consistency, and attention to detail that they perceive. We want them to be struck by the orderliness. We want their eyebrows to rise as they scroll through the modules. We want them to perceive that professionals have been at work. If instead they see a scrambled mass of code that looks like it was written by a bevy of drunken sailors, then they are likely to conclude that the same inattention to detail pervades every other aspect of the project.

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—

Back in my days working in the Bell Labs Software Production Research organization (Production, indeed!) we had some back-of-the-envelope findings that suggested that consistent indentation style was one of the most statistically significant indicators of low bug density.

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.

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 manager's most important work is helping the people doing the work. Give them a goal and let them work. Remove any impediments that get in their way. Do anything that may make them more effective or productive. Then the organization can capitalize on the fruits of their work.

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.

In the same way, our suffering, our disengagement, our relationship challenges, and our other difficulties are almost never solved by thinking in the same old, automatic way. Being emotionally agile involves being sensitive to context and responding to the world as it is right now.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

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

Many firms fail to see that since generally all organizations have access to the same rapidly evolving technology, competitive advantage flows not from the technology itself but rather from the agility with which organizations understand and adapt the technology to meet customers’ real needs.

Ми хочемо, щоб життя було якомога більш яскравим і менш болісним. А життя має свій спосіб принизити нас, і лихо вписане в угоду зі світом. Ми молоді, доки наша молодість не закінчиться. Ми здорові, доки є здоров'я. Ми з тими, кого любимо, доки ми любимо. Краса життя невід'ємна від її крихкості.

Starting at zero is a mindset that says my refrigerator is never full, and it never will be. We can always become stronger and more agile, mentally and physically. We can always become more capable and more reliable. Since that’s the case we should never feel that our work is done. There is always more to do.

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.

I noticed a bumper sticker that said, simply, "gravity works." yes it does. Rock climbers know this and plan for it. So do agile coaches. I use this metaphor to illustrate that, in our physical environment, somethings are simply taken as a given. Constant. Always present. Undeniable. So, too, in our work environment.

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).

It’s difficult to overstate the enormity of this problem—it affects every organization, independent of the industry we operate in, the size of our organization, whether we are profit or non-profit. Now more than ever, how technology work is managed and performed predicts whether our organizations will win in the marketplace, or even survive.

fly.” Meaning that, yes, the mind creates its own universe; but no, we can’t solve our problems through affirmations and positive thinking alone. And the fact is, New Agey solutions that put smiley-face stickers over our problems can make those problems worse. So the question for us going forward is: Who’s in charge—the thinker or the thought?

what experiences of sadness, anger, guilt, or fear can do: Help us form arguments. We’re more likely to use concrete and tangible information, be more attuned to the situation at hand, and be less prone to making judgment errors and distortions, all of which lends an aura of expertise and authority that can make us more persuasive as writers and speakers.

In a self-organized team, individuals take accountability for managing their own workload, shift work among themselves based on need and best fit, and take responsibility for team effectiveness. Team members have considerable leeway in how they deliver results, they are self-disciplined in their accountability for those results, and they work within a flexible framework.

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.

People frequently die in fires or crash landings because they try to escape through the same door they used when they entered. In their panic, they rely on an established pattern instead of thinking of another way out. In the same manner, our suffering, our disengagement, our relationship challenges, and our other life difficulties are almost never solved by thinking in the same old, automatic way.

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.

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.

In the Agile organization, “customer focus” means something very different. In firms that have embraced Agile, everyone is passionately obsessed with delivering more value to customers. Everyone in the organization has a clear line of sight to the ultimate customer and can see how their work is adding value to that customer—or not. If their work isn’t adding value to any customer or user, then an immediate question arises as to why the work is being done at all.

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.

Ada [Lovelace] ... you're right. Nobody can see it but you.But you will have inheritors. Granddaughters and great-granddaughters. They will sprout up everywhere, all over the world, and work with the same dogged, unrelenting focus. Other people will keep getting the credit until one day they won't anymore. And Then your history will be written, a hundred times, by teenage girls at their desks in the heart of their kingdoms, on machines beyond your wildest imagination

Silicon Valley is famous for mantras like “move fast and break things” and implementing them through strategies like “minimum viable product” (MVP). These types of agile strategies can only work if you have the option to quit. You can’t put out an MVP unless you have the ability to pull it back. The whole point is to get information quickly, so you can quit the stuff that isn’t working and stick with the things that are worthwhile or develop new things that might work even better.

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!

Be prepared to work hard while reading this book. This is not a “feel good” book that you can read on an airplane and finish before you land. This book will make you work, and work hard. What kind of work will you be doing? You’ll be reading code—lots of code. And you will be challenged to think about what’s right about that code and what’s wrong with it. You’ll be asked to follow along as we take modules apart and put them back together again. This will take time and effort; but we think it will be worth it.

The lesson: Once our minds slip into default mode, it takes a great deal of flexibility to override this state. This is why specialists are often the last ones to notice commonsense solutions to simple problems, a limitation economist Thorstein Veblen called the “trained incapacity” of experts. Inflated confidence leads old hands to ignore contextual information, and the more familiar an expert is with a particular kind of problem, the more likely he is to pull a prefabricated solution out of his memory bank rather than respond to the specific case at hand.

...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...

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

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.

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.

Alexithymia isn’t a clinical diagnosis, but it is a difficulty that millions of people struggle with every day. And it carries very real costs. Trouble labelling emotions is associated with poor mental health, dissatisfaction in jobs and relationships, and plenty of other ills. People with this condition are also more likely to report physical symptoms like headaches and backaches. It’s as if their feelings are being expressed physically rather than verbally. It’s also true that sometimes, when people can’t clearly express their feelings in words, the only emotion that comes through loud and clear is anger, and the unfortunate way they express it is by putting a fist through the wall – or worse.

By thinking about what was important to them individually, they unleashed their true potential, regardless of cultural scepticism about their ablities. We are on this planet for only a limited time, and it makes sense to try to use that time wisely, in a way that will add up to something personally meaningful. And study after study shows that having a strong sense of what matters leads to greater happiness, as well as better health, a stonger marriage and a greater academic and professional success. When we make choices based on what we know to be true for ourselves, rather than being led by others telling us what is "right" or "wrong", important or cool, we have the power to face almost any circumstance in a constructive way.

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.

I would compare a project with a country, which is either properly regulated by the laws or enslaved by a dictator whom everybody is supposed to love. What modern management is doing in most companies is the latter scenario. They expect us to love the customer and work just because of that. There are no laws, no discipline, no regulations, and no principle, because, like every dictator, they simply are not competent enough in creating them. Dictators just capture the power and rule by the force: it's much easier than building a system of laws, which will work by itself. The management in software projects also can't create a proper management system, since they simply don't have enough knowledge for that. Instead, they expect our love. Isn't it obvious that rather soon that love turns into hate and we quit or the project collapses?

For a long time, the German shepherd was the standard bearer for work in law enforcement and the military, but for many reasons, including practicality, the breed has been surpassed by the Malinois. Among the factors in favor of the Malinois are size and resiliency. While the Malinois has nothing on the German shepherd when it comes to brainpower or strength, it does have the advantage of being a smaller and more agile breed. the Belgian Malinois is built for military work, and especially for the sort of job commonly undertaken in Special Operations. While either breed can reliably detect the presence of explosives or a human target in hiding, the Malinois is quicker and stabler, simply by virtue of it's smaller and more compact musculature. It is better suited to traversing uneven terrain, and, when necessary, more easily transported.

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.

In about 1951, a quality approach called Total Productive Maintenance (TPM) came on the Japanese scene. Its focus is on maintenance rather than on production. One of the major pillars of TPM is the set of so-called 5S principles. 5S is a set of disciplines—and here I use the term “discipline” instructively. These 5S principles are in fact at the foundations of Lean—another buzzword on the Western scene, and an increasingly prominent buzzword in software circles. These principles are not an option. As Uncle Bob relates in his front matter, good software practice requires such discipline: focus, presence of mind, and thinking. It is not always just about doing, about pushing the factory equipment to produce at the optimal velocity. The 5S philosophy comprises these concepts: • Seiri, or organization (think “sort” in English). Knowing where things are—using approaches such as suitable naming—is crucial. You think naming identifiers isn’t important? Read on in the following chapters. • Seiton, or tidiness (think “systematize” in English). There is an old American saying: A place for everything, and everything in its place. A piece of code should be where you expect to find it—and, if not, you should re-factor to get it there. • Seiso, or cleaning (think “shine” in English): Keep the workplace free of hanging wires, grease, scraps, and waste. What do the authors here say about littering your code with comments and commented-out code lines that capture history or wishes for the future? Get rid of them. • Seiketsu, or standardization: The group agrees about how to keep the workplace clean. Do you think this book says anything about having a consistent coding style and set of practices within the group? Where do those standards come from? Read on. • Shutsuke, or discipline (self-discipline). This means having the discipline to follow the practices and to frequently reflect on one’s work and be willing to change.

Nah. That is na what I see." He pulled her hair away from her neck and kissed the thin edge of her ear. "Ya look deceptively fragile, like a deer, but yer solid muscle, a perfect predator. Yer agile and graceful, and ya do na walk anywhere, but glide, as if the ground gives way ta ya. Yer skin is as pale as fresh snow, and yer hair, it's like some metal I've never seen, white, shiny, and priceless. Yer eyes." He chuckled. "Ya dunno how many times I've thought it'd be worth it. Ya'd put me in the ground, but it'd be so worth it ta just get lost in yer eyes. They are na completely white, ya know? They're like clouds, hints of color reflected back ta me. And I love yer nose. Humans always look like someone hit them in the head with a pipe. Ya don't. Yer nose," he chuckled again. "Yer face is sleek and elegant, like a work of art, kitten. Ya look like someone sculpted ya." "And didn't finish," Sal said. "And got it right," he corrected.” ― Auryn Hadley, Instinctual

Most important of all, ARPA staffers recognized the agency’s biggest mistake yet: It had not been tapping the universities where much of the best scientific work was being done. The scientific community, predictably, rallied to the call for a reinvention of ARPA as a “high-risk, high-gain” research sponsor—the kind of R&D shop they had dreamed of all along. Their dream was realized; ARPA was given its new mission. As ARPA’s features took shape, one readily apparent characteristic of the agency was that its relatively small size allowed the personality of its director to permeate the organization. In time, the “ARPA style”—freewheeling, open to high risk, agile—would be vaunted. Other Washington bureaucrats came to envy ARPA’s modus operandi. Eventually the agency attracted an elite corps of hard-charging R&D advocates from the finest universities and research laboratories, who set about building a community of the best technical and scientific minds in American research. The

In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming.

. In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming.

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.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

She gazed at the man across from her. Her lover. His powerful shoulders worked beneath his shirt as he pulled on the oars. The display of strength and agility, set to a steady rhythm…memories of their lovemaking assailed her with quiet force. In some other place, under some other circumstance, they might have been a courting couple. Rowing across a placid lake, caressed by a glowing sunset. From a distance, this could have been the picture of romance. But the reality was confusion, and resentment, and pain. Did she feel sorry for misleading him? Sophia considered. She was not sure she could. By his own admission, he would not have made love to her had she not. And she could not regret that exquisite pleasure; nor could she regret sharing it with him. She looked at the handsome, strong, charismatic, passionate, exhausted man across from her. Selfish and wicked though she might be, she could not feel sorry that he was now bound to her-that for good or ill, he had not left her behind. Sophia was, however, unequivocally sorry for one thing. “Gray,” she said, “I’m so sorry I’ve hurt you.” His eyes flashed, and there was a slight hitch in his stroke.

Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.

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?

Characteristics: An ancient breed of northern Chinese origin, this all-purpose dog of China was used for hunting, herding, pulling and protection of the home. While primarily a companion today, his working origin must always be remembered when assessing true Chow type. The general outline of a fully-coated Chow. A powerful, sturdy, squarely built, upstanding dog of Arctic type, medium in size with strong muscular development and heavy bone. The body is compact, short coupled, broad and deep, the tail set high and carried closely to the back, the whole supported by four straight, strong, sound legs. Viewed from the side, the hind legs have little apparent angulation and the hock joint and metatarsals are directly beneath the hip joint. It is this structure which produces the characteristic short, stilted gait unique to the breed. The large head with broad, flat skull and short, broad and deep muzzle is proudly carried and accentuated by a ruff. Elegance and substance must be combined into a well balanced whole, never so massive as to outweigh his ability to be active, alert and agile. Clothed in a smooth or an offstanding rough double coat, the Chow is a masterpiece of beauty, dignity and naturalness, unique in his blue-black tongue, scowling expression and stilted gait.

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.

In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming... The writer who had supplanted Bergotte in my estimation sapped my energy not by the incoherence but by the novelty – perfectly coherent – of associations I was not used to making. Because I always felt myself falter in the same place, it was clear that I needed to perform the same feat of endeavour each time. And when I did, very occasionally, manage to follow the author to the end of his sentence, what I discovered was always a humour, a truthfulness, a charm similar to those I had once found reading Bergotte, only more delightful.

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 narrow focus, serial analytic approach encourages us to think that the way to understand music is to see what is in each note, and then add them together to find out the sum. Or to understand flow by looking at a single molecule of water, or even at a small sequence of contiguous molecules of water, and work out from that what flow really is. Two main consequences result from this fallacy of reduction to parts. One is that the search goes in the wrong direction: not upwards, to understand how a phenomenon such as flow functions in the context of everything it takes part in, but downwards, towards units that not only do not exist as discrete entities, but, even if they did, would contain no more of the secret of flow than an agglomeration of single notes explains Beethoven’s Missa Solemnis. The other consequence of the atomistic, serial, linear approach is a futile search for what causes what. As an example, a lot of effort has been, and continues to be, directed at disentangling what it is that the right hemisphere is contributing, when we say it is good at understanding metaphor. Is it its affinity for novelty? For complexity? For the implicit? For understanding utterances in context? Or for seeing the connexion between superficially unrelated elements? Which causes what? This is a little like asking what explains the cat’s success in catching mice. Its swiftness? Its agility? Its visual acuity? The sharpness of its claws? Its habit of going out hunting at night? Which is the primary quality? This is the typical left hemisphere approach: if we can only break it up into bits, we will finally understand it, by stringing the bits together in the right order.

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.

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.” ― John M. Keller, Abracadabrantesque

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.

To truly show up at the office means making room for and labeling your thoughts and emotions and seeing them for what they are: information rather than facts or directives. This is what allows us to step out to create distance from and gain perspective on our mental processes, which then defangs their power over us.

we can say with confidence that showing up and applying words to emotions is a tremendously helpful way to deal with stress, anxiety, and loss.

As with every hero’s journey, our movement toward a better life begins with showing up. But that doesn’t mean we have to smite or slay all the demons, Babadooks, or even the spooklets that trouble us. It does mean we must face up to, make peace with, and find an honest and open way to live with them. When we show up fully, with awareness and acceptance, even the worst demons usually back down. Simply by facing up to the scary things and giving them a name, we often strip them of their power. We end the tug-of-war by dropping the rope.

Working overtime is not a way to show your dedication to your employer. What it shows is that you are a bad planner, that you agree to deadlines to which you shouldn’t agree, that you make promises you shouldn’t make, that you are a manipulable laborer and not a professional. This is not to say that all overtime is bad, nor that you should never work overtime. There are extenuating circumstances for which the only option is to work overtime. But they should be extremely rare. And you must be very aware that the cost of that overtime will likely be greater than the time you save on the schedule.” Excerpt From: Robert C. Martin. “Clean Agile: Back to Basics”. Apple Books.

Any other interpretation he might apply toward her resistance to helping in the kitchen was a choice on his part, and not one that helped his relationship with his wife.

What you let go of will be different from what another person chooses to let go of. Sometimes it is letting go of a past experience. Sometimes it means releasing an expectation or a relationship. Sometimes letting go means forgiving others. Sometimes it means forgiving yourself.

The team is working along at a certain productivity. Then new staff is added. Productivity plummets for a few weeks as the new people suck the life out of the old people. Then, hopefully, the new people start to get smart enough to actually contribute.

To do Agile right, you had to work in pairs, write tests first, refactor, and commit to simple designs. You had to work in short cycles, producing executable output in each. You had to communicate with business on a regular and continuous basis.

Some manager mandates that more new work be started before current work has finished. - Resources that are actually doing the work are constantly pulled in multiple different directions and are not allowed to focus on any one thing. - There is a dependency on some external team or vendor.

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.

Here are some of the key lessons from this chapter to remember: 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: 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. 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. 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.

Rather than the domain of work being repetitive, knowable, and deterministic with known-unknowns (you know how to fix it if something goes wrong), unique product development is unknowable and emergent with unknown-unknowns instead. For something that has not been done before, you don’t know what you don’t know until you do something and get feedback.

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

It took me a couple of years after I woke up in that cold sweat to figure out what flag I was going to plant, and then how to do something with it. Using the process in Step 1, I found the things that I wanted to be known for and the work that I was passionate about. And then I started telling my story all the time to anyone who would actually listen. For me, this story was around Lean UX because of who I was at the time. I created a pitch based on design for designers, by designers, to change the way that they were working. And I honed that voice and that tone and that dialogue by telling the story over and over and over again using blog posts and articles and eventually in-person talks. The first talk I ever gave as a part of my new professional trajectory was on August 12, 2010. I told the story about how we solved the problem of integrating UX into Agile at TheLadders. And then the timeline started to accelerate from there. A month later, on September 24, I gave my first talk about Lean UX and it was in Paris. I was communicating about this topic publicly, and people were saying, “Hey, come give us a talk about it.” And I was writing about the topic in any publication that would actually listen to this kind of thing. I kept speaking and writing and making presentations, and as I got my ideas out into the world and put them into play in any way I could, on March 7, 2011, I finally hit the jackpot. This was three years after I had my 35th-birthday epiphany and the pressure was on—I knew I had just two years left before I was going to become obsolete, an also-ran. I hit the jackpot when I managed to get an article published in Smashing magazine. At the time, Smashing had a million readers online, and so the scale of my conversation was growing and growing because I was becoming known as the guy who had some answers to this question. That was a massive break for me because the article provided me with a global audience for the first time. Obviously, anything you publish on the internet is global and distributed, but the bottom line is that, if the platform you choose or that chooses you has a built-in audience, you stand a much bigger chance. Smashing magazine had an audience. The article, titled “Lean UX: Getting Out of the Deliverables Business” became very successful, and that’s where I planted my flag—providing solutions to the Agile and design problem with a real-world tested solution nicely packaged and labeled as Lean UX.

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.

The only people relatively happy with the status quo were the project managers and their group manager, who were working in accordance with their professional credential, the Project Management Professional (or PMP), granted to them for passing an exam from the PMI. They didn’t take responsibility for project failure, nor were they ever held accountable. Their role was to crank the handle on the bureaucracy and point the finger of blame at the department managers when expectations were not met. If there was going to be resistance, we would expect it to come from the project managers. Everyone else was eager for change.

In traditional performance management models, working teams present to leadership in performative, high-stakes monthly or quarterly reviews. By keeping these reviews on such an infrequent cadence, both sides can lose sight of what the real purpose of the review is: to support and sustain the work, and to ensure that everyone is moving together toward the desired results. Such an approach is ill-suited to the ecosystem economy. When you have agile tribes, chapters, and squads working on dynamic, cross-sectoral value propositions, you need to push your performance management process toward a much more frequent operating cadence.

In an ecosystem context, however, you need to focus only on the objectives and key results (OKRs) that are at the core of each agile chapter, tribe, or squad's work. As you do so, remember to always ask yourself: What objective did we give the teams, and what key results are we expecting them to drive?

Self-efficacy, self-compassion, cognitive agility, optimism, and emotional regulation are the building blocks for the psychological resilience we need to thrive

By speeding up flow through the technology value stream, we reduce the lead time required to fulfill internal or customer requests, especially the time required to deploy code into the production environment. By doing this, we increase the quality of work as well as our throughput and boost our ability to innovate and out-experiment the competition. The resulting practices include continuous build, integration, test, and deployment processes, creating environments on demand, limiting work in process (WIP), and building systems and organizations that are safe to change.

The team quickly realized that the kanban board wasn’t helping as much as they thought. They could see the work on the board, and at first that had been exciting. But the work wasn’t moving.

Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom. By opening up that space between

A team is a group of people focused on a common goal, in which each individual adjusts their actions, habits, and work preferences in order to achieve the group’s common goal. The team’s effectiveness depends on the members’ capacity to work together. It is directly related to the group’s ability to make the best use of the individuals’ skills.

In Operations, we may deal with this problem with the following rule of thumb: When something goes wrong in production, we just reboot the server. If that doesn’t work, reboot the server next to it. If that doesn’t work, reboot all the servers. If that doesn’t work, blame the developers, they’re always causing outages.

Sometimes enjoying the process is as simple as changing your mindset. “Working on your masterpiece” is an entirely different experience than just trying to get something done.

John J. Raskob was the money man. Born in Lockport, New York, in 1879, when he was twenty-one he found himself working for Pierre S. du Pont as a bookkeeper. Raskob had a quick and agile mind, and soon became du Pont’s secretary.

A dispersed team has each of its members in separate locations. The COVID-19 pandemic of 2020 saw a massive increase of dispersed teams due to many developers transitioning to working from home, where they could be physically isolated from one another. Distributed teams have the advantage of co-location for each team. With proper inter-team management, such teams can overcome most challenges described in the next section. Dispersed teams, on the other hand, have a much more significant challenge. The daily communication within the team is constrained by members’ physical separation and the tools they use. Very often, such teams lose the cohesion necessary for a good team and simply become a “group of individuals” with far less engagement and productivity.

Remember that the ability to communicate powerfully without needing to raise your voice is a measure of emotional intelligence.

In their 2012 paper, “A Taxonomy of Dependencies in Agile Software Development,” Diane Strode and Sid Huff propose three different categories of dependency: knowledge, task, and resource dependencies.14 Such a taxonomy can help pinpoint dependencies between teams and the potential constraints to the flow of work ahead of time.