“Can we return to a constructive discussion, please”? – Often, that is easier said than done. However, there is one question that usually does the trick: Continue reading My favorite question
One of the less well-known software engineering classics, “Winning with Software“, seems to have lost a bit to the current agile mainstream. But even for successful agile adoption, there is a lot to learn from this apparently waterfall-heavy masterpiece.
Office politics is always a hot topic – even though it is actually pretty hard to define. What if what seems to be “politics” actually is just a huge misunderstanding? – Let’s investigate how this can happen and what to do about it.
Back in 1997, when I first met Tim Berners-Lee, (now Sir Tim Berners-Lee)…
From the attic: I’ve written this years ago but didn’t publish it for one reason or another. It’s not recent, but worth a thought or two anyways… Whatever, here comes:
The other day, I had a very interesting discussion with a friend-colleague-mentor about unpopular truths in large corporate environments.
Time to kick off a brainstorming session. How to do that? – Reminding everybody about how brainstorming works? Focussing people on the topic at hand?
Fortunately, I ran across this nice article “Twitter Strangers” just in time. I re-told the article (admittedly in a creative interpretation), roughly with the following key content: about the tendency to get stuck in the same associations, about the challenge to be really creative and about a simple experiment that shows the value of unexpected contributions. It was just the material I needed to wake everybody up, establish some cliff-hangers and so on to bring some spice back into the heads.
In the workshop summaries, the resulting brainstorming was repeatedly highlighted for its energy level 🙂
For me, this proves once again: The success of any kind of group activity is determined by the ability to put everybody into the same frame of mind.
You may remember the candle experiment from the recent post “Motivation 2.0: Daniel Pink on the surprising science of motivation“. The whole point of the candle experiment is to demonstrate that overcoming functional fixedness can not be accelerated with carrots and sticks – on the contrary.
Here, I’d like to give three real-world examples for overcoming functional fixedness. Or actually… one example for, two examples against it.
Continue reading Functional Fixedness: Real-world examples
… from the “anecdotes for project managers” series …
This time, the story comes from ShadowCulture’s BugBash. It’s so nicely written that it can well stay there.
The other day, a friend of mine recommended another TED-Video to me: “Daniel Pink on the surprising science of motivation” (~18 Minutes). I think everybody who’s into management and/or leadership should have seen it.
It’s clearly worth watching, because Daniel is a truly gifted speaker. Still, for the hurried reader, here are the core points as I picked them up. The main theme is
There’s a gap between what science knows and what business does.
What he’s referring to is the “candle problem“: A cognitive performance test dating back to 1945. This test and a range of other examples Daniel quotes clearly shows that “sticks and carrots” (aka incentive plans etc.) actually reduce performance in cognitive tasks.
Incentives do work for mechanical tasks (which were predominant through much of the 20th century). They do not work for cognitive tasks, which dominate the 21st century. That’s the gap Daniel is talking about, and I’d like to add that this especially applies to the business of software
While science knows for more than 60 years that a bonus plan, say, for managers, reduces effectiveness, businesses reach out to higher and higher incentives in the areas where they are known to work least. One could say: They don’t know better. How else to motivate people?
And Daniel has an answer to that question: Purpose, Autonomy and Mastery.
In the video, he goes on to explain purpose – the topic in its entirety is covered in Pink’s book, Drive: The Surprising Truth About What Motivates Us.
Since then, I keep asking myself: Do you create a sense of purpose in the people you are working with?
This is a story about four people: Everybody,
Somebody, Anybody, and Nobody. There was this
important job to be done and everybody was asked
to do it. Everybody was sure that somebody would
do it. Anybody could have done it, but nobody did
it. Somebody got angry about that because it was
everybody’s job. Everybody thought that anybody
could do it, but nobody realized that everybody
wouldn’t do it. It ended up that everybody blamed
somebody when actually nobody asked anybody.
Image: Flickr / нσвσ