Drawing lessons from Squirrel's driving test experiences, we explore why making a cultural or process change that's intentionally suboptimal can be surprisingly valuable.
We start with a listener question on roles in an agile team, but quickly divert to Squirrel's "driftwood theory" of hiring and role specification, which turns out to be based on effective conversations and flexible problem solving (what a surprise!)
You have nothing to lose but your ignorance.
How giving work to your boss positions you as the driving force, not the bottleneck—and more methods and mindset shifts to change the perception "gee, that tech team sure is slow".
We discover that we've given opposing advice about asking "Why" questions—including in our chapter on the Why Conversation!
Jeffrey tells us stories about three ways agile teams deal with uncertainty and we analyse why the first two often don't work and why the third is so threatening to adopt.
The fabulous Johanna Rothman, author of 18 books on tech and management, joins us for part II to describe what modern management is and how empathy, safety, and purpose can motivate and inspire your agile team.
The fabulous Johanna Rothman, author of 18 books on tech and management, joins us to describe what modern management is and how empathy, safety, and purpose can motivate and inspire your agile team.
Upcoming events, conversational dojos, and 2020 resources. We're glad to have you here—keep talking!
After last week's episode on ahas in 2020, we describe what we're planning to do to help people do the work, move faster, and be productive
We describe our big ahas of a weird and somehow still educational year, including insights on productivity, deliberate practise, and speed of change.
Squirrel and Jeffrey deconstruct the defensive reasoning behind planning 110% of velocity in each sprint.
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