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Sources d'inspiration

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CGP Grey. 💦 Sneeze on FB: 💦 💦 Sneeze on Twitter: 💦 💦 Sneeze on Tumblr: 💦 😡 Argue about this on the reddit: 😡

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Focus – my keynote at AgileByExample, Warsaw. Here is my slide (yes, it’s just one slide) from my keynote at AgileByExample in Warsaw.

Focus – my keynote at AgileByExample, Warsaw

And a couple of photos: A live demo of flow vs resource utilization. Assisted by my two youngest kids Monotasking vs Multitasking illustrated with sticky notes Key points from the keynote: Question: “But wait, I can’t control my time because <insert difficult circumstance here>” What Makes Work Meaningful — Or Meaningless. References (32) 1.

What Makes Work Meaningful — Or Meaningless

V.E. Frankl, “Man’s Search For Meaning” (Boston: Beacon Press, 1959). 2. W.F. Leanpub: Publish Early, Publish Often. Good to Great. Start with 1,435 good companies.

Good to Great

Examine their performance over 40 years. Find the 11 companies that became great. Now here's how you can do it too. Lessons on eggs, flywheels, hedgehogs, buses, and other essentials of business that can help you transform your company. I want to give you a lobotomy about change. The Myth of the Change Program: This approach comes with the launch event, the tag line, and the cascading activities. The Myth of the Burning Platform: This one says that change starts only when there’s a crisis that persuades “unmotivated” employees to accept the need for change. The Myth of Stock Options: Stock options, high salaries, and bonuses are incentives that grease the wheels of change. The Myth of Fear-Driven Change: The fear of being left behind, the fear of watching others win, the fear of presiding over monumental failure—all are drivers of change, we’re told.

Wrong. Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership Conference (Budapest/HU) Priorities in a time of plenty. How Apple is managed is one of its enduring mysteries.

Priorities in a time of plenty

The idea that a company with $235 billion in sales is managed with a single P/L[] is fascinating in many ways. Not least of which is how it allocates resources. The fundamental question of which great idea gets to be funded and which great idea gets to be ignored is the core of every manager’s dilemma. The Apple problem is at scale when each decision’s consequences are so momentous. In the case of Apple there are so few projects that reach the market and their impact is so great that one wonders how they can be sure they are doing the right thing. Conventionally, product development is filtered through a sieve of metrics, market sizing and impact on top/bottom income lines. But this can be a toxic formula. To allow for some creation large firms create divisions. Ominously, the core divisions tend to always win.

The mass phenomenon of measuring the wrong thing because it’s the easiest to measure is called “financialization”. Compétences relationnelles: apprendre à demander de l’aide. Demander de l’aide ou un service, pour beaucoup d’entre nous, plutôt mourir !

Compétences relationnelles: apprendre à demander de l’aide

Ce serait un signe de faiblesse, ce serait reconnaître ses limites, ses incompétences, se montrer vulnérable, se mettre à la merci des abrutis de boulots! Et puis c’est infantilisant d’être dépendant d’autrui, c’est un gigantesque constat d’échec! Et admettons-le, ce n’est pas la confiance qui règne dans l’entreprise et la compétition interne aux équipe qui aide à se mettre un peu moins la rate au court-bouillon à l’idée d’aller solliciter un coup de main.

Petit manuel pratique pour apprendre à demander de l’aide en mode décomplexé. Solange, 37 ans, me raconte son histoire. Solange n’est jamais allée demander de l’aide. Alors plutôt que de finir en working dead, la cafetière en rade et la matière grise en marmelade à force de se charger soi-même, cédons à la douce musique du “I’ll get by with a little help from my friends”. The working dead: zombies de boulot et management biohasardeux 2- Rendre service. Présentations de Niels Pflaeging sur SlideShare. Massive Peer to Peer Collaboration. I have been asked by Philippe Honigman to answer 2 questions about open source collaboration to help him on one of his projects.

Massive Peer to Peer Collaboration

I was wondering what could be the questions not already answered thousands of times. This curiosity led me to an interesting conversation, with interesting insights I would like to share with you. First question: What’s the hardest part about rewarding a community supporting an open source project? There’s a lot of different motivations and rewards you can find contributing to an open source project. The first one could be the product or service you are contributing to. There’s also a lot of learning opportunities. Some people will work hard to increase their reputation, to gain status or authority on a project. So, the hardest part about rewarding the community supporting an open source software could be first to understand the motivations of the contributors and to adapt the reward to the motivation. Ken Robinson: Bring on the learning revolution! Olivier lajous amiral leader.