Flow


Listen Now
Subscribe on iTunes
Check out the podcast on Google Play Music

The Software Process and Measurement Cast 434 features our essay on Change Implementations – To Big Bang or Not To Big Bang? The knee jerk reaction amongst transformation leaders is usually a loud NO! However, the answer is not nearly that cut and dry.  Big Bang approaches to change have a place in bag of tricks every transformation leader has at their fingertips.

The second column this week is from Steve Tendon. Steve Tendon brings another chapter in his Tame The Flow: Hyper-Productive Knowledge-Work Performance, The TameFlow Approach and Its Application to Scrum and Kanban, published by J Ross (buy a copy here) to the cast.  In this installment, we talk about Chapter 16, The (Super)-Human Side of Flow. In Chapter 16 Steve and Wolfram go into detail on in Kotter’s attributes of flow state.  A good discussion and a good read.

Our third column is from the Software Sensei, Kim Pries.  Kim discusses Fermi Problems. Fermi problems or questions are a tool to teach approximation and estimation.  These problems usually can be solved logically as a back-of-the-envelope calculation. The last time we talked about Fermi Problems was when we were re-reading How To Measure Anything (Hubbard).

Re-Read Saturday News

This week we tackle Chapter 7 of Carol Dweck’s Mindset: The New Psychology of Success (buy your copy and read along).  Chapter 7, titled “Parents, Teachers, Coaches: Where Do Mindsets Come From? explores the impact of some of the most intimate and earliest relationships on our mindsets. Understanding how parents, teachers, and coaches affect mindsets helps us learn to lead change.

We are quickly closing in on the end of our re-read of Mindset.  I anticipate two more weeks (Chapter 8 and a round up).  The next book in the series will be Holacracy (Buy a copy today). After my recent interview with Jeff Dalton on Software Process and Measurement Cast 433, I realized that I had only read extracts from Holacracy by Brian J. Robertson, therefore we will read (first time for me) the whole book together.

Every week we discuss a chapter then consider the implications of what we have “read” from the point of view of both someone pursuing an organizational transformation and using the material when coaching teams.   (more…)

Image

Subways are great things!  I am not sure I understand how large cities operate without some sort of train system.  However, a subway is not a great metaphor for process improvement projects (or any other kind of project).  Trains barrel into each station, slam on the brakes and then whisk themselves back out.  If the your goal is to get off at a specific station then the starting and stopping at each station is important. Just try getting off or on in between stations.  If your goal is to get to the end of the line (the end of the project) then starting and stopping is less than optimal.

Also if you are reading a book on your electronic device the start and stopping can lead to getting off at the wrong station . . . again.