We solve many problems over the course of a day, week, month, year. Some problems are difficult because the problem is difficult to solve. Some of my book projects are like that—I have to do some of the work to discover what the work is. And, the discovery is relatively small. The problem is deterministic. […]
Is This Problem Deterministic or Non-Deterministic? Read More »
I was writing the geographically distributed agile teams book this morning with Mark Kilby. I said, “I have to fight for all my empathy skills. They might come naturally to you, but they don’t for me.” He laughed. Empathy and sympathy are quite different. To me, it’s about the context. Here’s the difference: Empathy is
Are You Fighting to Build Your Empathy Skills? Read More »
We encounter a problem somewhere, at work, at home. We often reflect, to discover the root cause(s). That might be useful, especially if we discover a common cause, something within our system of work (or home) that creates problems. However, if we have a special cause—especially a random event—we don’t need to reflect. We can
Where Do We Go From Here? Read More »
You encounter a setback or a loss. Someone, a well-meaning someone, tells you to “just get over it.” How can you? The quick answer is you don’t. (Well, I don’t.) What we do instead is move through the change model. Let me unpack that well-meaning, albeit wrong, sentence. “Just” is not a useful word to describe any
How Can You “Just Get Over It”? Read More »
One of my problem-solving approaches is to generate options. When I don’t generate enough options, I don’t see how to proceed. Before I knew about the Rule of Three, I, often, took the first option I considered. It was often a pretty good option. I learned later that I had more options—and they were often better
How Can You Create Time or Space for More Options? Read More »
I was thinking about resilience and redundancy a lot this week. We had a big weekend last week (we gained a son-in-law) so this week was a week of what I like to call “preventative maintenance.” We had doctor’s appointments, car appointments, and the tree guys came to cut back some of our trees. I
Where Do You Have Redundancy? Read More »
I see problems—often system problems—everywhere. It’s partly that I trained myself to see problems. Sometimes, I trip over them. (Literally. Ouch.) I like to solve problems, too. That’s what consultants do. Most often, we get paid to solve problems. At times, I like to offer these services for free. I might be inflicting help or
What’s the Difference Between Problem Whining and Problem Solving? Read More »
I recently listened to a podcast about scaling agile. I was sort of okay with what they said until they said this: “You need a tool to do this thing right.” Uh, no. Not at all. (I actually yelled at the podcast. Sheesh.) You don’t need a tool to accomplish what they suggested. In fact, when people
When Do You Need a Tool? Read More »
I’m participating in several different writing projects: books with colleagues, shepherding experience reports, and a group book effort. We are all working to make the writing and eventual product better. We are playing the perfection game. Here’s how you play the game. You ask this question, “What would make this even better, even more perfect?”
When Can You Play the Perfection Game? Read More »
I was thinking about some of the changes my clients are considering. Most of them want to use agile approaches, all the way through the organization. A laudable goal because it will produce the business results they want to see. What’s the first thing people can do? Change their behavior. Not change their system. Not
What Behavior Can You Change? Read More »