Learning Agility Quotes

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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

Our career mantra should be learn, relearn, repeat.

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

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

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

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

Eliminate multitasking to learn faster and think better.

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

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

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

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

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

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

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

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

When I first started playing with Gotham in 2008, I learned that my team wanted me to jam in my first bout, when we’d be facing off against the Queens of Pain—the team that included Suzy Hotrod, Donna Matrix, and many other legendary skaters. I was so nervous that I was feeling a little queasy every time I thought about it, even a few weeks before the bout. Finally, I asked myself what skills I’d need to be able to face off against Suzy and win. I decided that I’d need to be fast, agile, and fearless. So I started to tell myself that I already was. Every time I thought about the bout and started to get nervous, I’d repeat those words. I’d repeat them in my head when I took the line at practice. I’d say them out loud before I went to bed. The day of the bout, I was nervous, but not quite as much as I expected to be.

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

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

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

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

VersionOne is a company that builds agile software tools, and also contributes to the agile community in many other ways.

(Dave West of Forrester Research came up with a term for this: “Water-Scrum-Fall.”6) In other words, they’ve become the most efficient waterfall team that they can be.

Agile values ask us to make progress with imperfect information and to rework later as we learn more. Lean Product Development teaches us to understand the cost of delay and to recognize that earlier, faster progress to a partial solution is often better than delaying to acquire better information leading to a more complete solution.

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

We’re all designers now. It’s time to get good at it.

We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit. Aristotle, Nichomachean Ethics

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

A lack of understanding of the theory leaves you unable to differentiate between a necessary aspect of a method and an arbitrary one.

When I learned how to convert Fear of Failure into Opportunity of Failure”, I developed creativity, flexibility, agility, and the ability to explore new ways of achieving my goals.

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

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

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

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

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

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

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

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

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

To flourish in this turbulent and tricky world, a strong, agile, curious mind is an essential.

In a world of change, you have to learn to change with the World!

Ever seen a great champion boxer like Manny Pacquiao? With his speed, agility and power, he has conquered lots of other great boxers of the twenty first century. In between fights, he keeps his training regime and intensifies it when another fight approaches. 카톡☎ppt33☎ 〓 라인☎pxp32☎ 홈피는 친추로 연락주세요 바오메이파는곳,바오메이가격,바오메이구입방법,바오메이구매방법,팔팔정판매사이트,구구정판매사이트 Just like a boxer, we, too come face to face with many opponents in the arena of life—problems and difficulties. The bad news is, we don’t really know when our bouts with these opponents occur—no posters and promotional TV commercials; no pre-fight Press Conference and weigh in to make sure that we measure up to our opponent; and there is no Pay Per View coverage. Here are several reasons why you should train yourself for success like a champion boxer! You don’t practice in the arena, that’s where your skills and your abilities are evaluated. This also means that you don’t practice solving problems and developing yourself when problems occur, you prepare yourself to face them long before you actually face them. Talent is good but training is even better. Back in college, one of my classmates in Political Science did not bring any textbook or notebook in our classes; he just listened and participated in discussions. What I didn’t understand was how he became a magna cum laude! Apparently, he was gifted with a great memory and analytical skills. In short, he was talented. If you are talented, you probably need less preparation and training time in facing life’s challenges. But for people who are endowed with talent, training and learning becomes even important. Avoid the lazy person’s maxim: “If it isn’t broken, why fix it?” Why wait for your roof to leak in the rainy season when you can fix it right away. Training enables you to gain intuition and reflexes. Malcolm Glad well, in his book Outliers, said those artists, athletes and anyone who wants to be successful, need 10,000 hours of practice to become really great. With constant practice and training, you hone your body, your mind and your heart and gain the intuition and reflexes of a champion. Same thing is true in life. Without training, you will mess up. Without training, you will not be able to anticipate how your enemy will hit you. You will trip at that hurdle. Your knees will buckle before you hit the marathon’s finish line. You will lose control of your race car after the first lap. With training, you lower the likelihood of these accidents Winners train. If you want to win, train yourself for it. You may be a lucky person and you can win a race, or overcome a problem at first try. But if you do not train, your victory may be like a one-time lottery win, which you cannot capitalize on over the long run. And you become fitter and more capable of finishing the race. Keep in mind that training is borne out of discipline and perseverance. Even if you encounter some setbacks in your training regime, if you keep at it and persevere, you will soon see results in your life and when problems come, you will be like the champion boxer who stands tall and fights until the final round is over and you’re proclaimed as the champion!

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