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Edward Hess, Interview No. 6. This interview with Ed Hess is full of amazing insights but I don’t know if you’ll read it because a) it’s long and we live in a world of increasingly short attention spans and b) it’s an actual conversation, the responses can be hard to follow and you might have to dig a little for clarity.

Edward Hess, Interview No. 6

If you’re willing to put in the work, however, I think you’ll come away from this more knowledgeable. Ed is the author of the best book I've ever read on learning, Learn or Die: Using Science to Build a Leading-Edge Learning Organization. Dr. Deming's 14 Points for Management. W.

Dr. Deming's 14 Points for Management

Edwards Deming offered 14 key principles for management to follow for significantly improving the effectiveness of a business or organization. Neo Taylorism or DevOps Anti Patterns - IT Revolution. The 4 Types of Organizational Politics. The first 100 days are usually the honeymoon period for any new CEO to make their mark and get others on board.

The 4 Types of Organizational Politics

What Google Learned From Its Quest to Build the Perfect Team. So Rozovsky started looking for other groups she could join.

What Google Learned From Its Quest to Build the Perfect Team

A classmate mentioned that some students were putting together teams for ‘‘case competitions,’’ contests in which participants proposed solutions to real-world business problems that were evaluated by judges, who awarded trophies and cash. The competitions were voluntary, but the work wasn’t all that different from what Rozovsky did with her study group: conducting lots of research and financial analyses, writing reports and giving presentations. The members of her case-competition team had a variety of professional experiences: Army officer, researcher at a think tank, director of a health-education nonprofit organization and consultant to a refugee program. Despite their disparate backgrounds, however, everyone clicked. How to Make Your Culture Work (Schneider) - agilitrix.com - Michael Sahota. I finally had time to read The Reengineering Alternative: A plan for making your current culture work by William Schneider.

How to Make Your Culture Work (Schneider) - agilitrix.com - Michael Sahota

If you are at all concerned about successful Agile adoption, then this is a must-read. Before reading the book, I already had a pretty good idea about it thanks to a private seminar with Michael Spayd and a conference session by Israel Gat – How we do things around here in order to succeed. But when reading the book, I crystallized my thinking about a whole number of disparate experiences and open questions. In this post, I will cover the key concepts of the book. Analysis and connections to Agile will follow in subsequent posts. Schneider Culture Model. DOES15 - Steve Spear - Creating High Velocity Organizations. The Andon Cord - IT Revolution IT Revolution. By John Willis The origin of the word “Andon” in Japanese comes from the use of traditional lighting equipment using a fire burning lamp made out of paper and bamboo.

The Andon Cord - IT Revolution IT Revolution

This “Andon” idea was later translated for use in manufacturing in Japan. The Future of Work is Already Here. It’s a beautiful afternoon as I write this post at the Dineen coffee shop in Toronto.

The Future of Work is Already Here

I’m also instant messaging a co-worker in New York City, about to get on a Skype call with our Community Manager in the Netherlands, and sending an email to our development team in Paris. The Art of Not Working at Work. At first, the ability to check email, read ESPN, or browse Zappos while on the job may feel like a luxury.

The Art of Not Working at Work

But in time, many crave more meaningful—and more demanding—responsibilities. Lauren Giordano. Team learning: More than group thinking. You don’t have to be stupid to work here, but it helps. It’s Time to Kill the Performance Review. During my first performance review at my first-ever job, my manager told me that the ratings system operated on a five-point scale — except, it kind of didn’t.

It’s Time to Kill the Performance Review

The Difference Between Good And Bad Organizations. The New Science of Building Great Teams. Artwork: Andy Gilmore, Chromatic, 2010, digital drawing If you were looking for teams to rig for success, a call center would be a good place to start.

The New Science of Building Great Teams

The skills required for call center work are easy to identify and hire for. The tasks involved are clear-cut and easy to monitor. Just about every aspect of team performance is easy to measure: number of issues resolved, customer satisfaction, average handling time (AHT, the golden standard of call center efficiency). And the list goes on. Why, then, did the manager at a major bank’s call center have such trouble figuring out why some of his teams got excellent results, while other, seemingly similar, teams struggled? Why Organizations Don’t Learn. Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach. Consider Toyota: Continuous improvement is one of the pillars of its famed business philosophy.

After serious problems in late 2009 led Toyota to recall more than 9 million vehicles worldwide, its leaders confessed that their quest to become the world’s largest automobile producer had compromised their devotion to learning. Why do companies struggle to become or remain “learning organizations”? Through research conducted over the past decade across a wide range of industries, we have drawn this conclusion: Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts. Bias Toward Success Challenge #1: Fear of failure. Challenge #2: A fixed mindset. The learning organization: principles, theory and practice. The learning organization. There is no talent shortage. The Organization of Your Dreams - Rob Goffee and Gareth Jones.

How Radical Transparency Kills Stress. A Utah-based research software company, Qualtrics, practices a management approach they call “radical transparency.” Details and data regarding individual and company performance--including quarterly objectives and results as well as weekly snippets of employees’ past work and future goals--are shared throughout the company of over 300 employees. Be Kind. I almost got fired once. Improving Employee Engagement. Engineering culture (part 1) The Emotion Which Drives People To Work The Hardest. How to Overcome The 6 Most Toxic Employee Behaviors. Bad Is Stronger Than Good: Evidence-Based Advice For Bosses - Robert I. Sutton. Re:Work - “Culture Engineer” Astro Teller on failure and brilliance. How Facebook Tries to Prevent Office Politics. The Woman Who Created Netflix's Enviable Company Culture. After hackers said to be linked to Russia stole data from voter registration systems in Arizona and Illinois earlier this year, the federal Department of Homeland Security offered digital security assistance to state and local election officials around the country.

In August, Homeland Security Secretary Jeh Johnson also raised the possibility of declaring some election-related systems to be "critical infrastructure. " Under an executive order issued by President Barack Obama in 2013, that would likely mean federal officials would work with local authorities to coordinate voluntary security standards for those systems.

So far, 21 states have reached to DHS for assistance, Johnson said in a statement released on Saturday. But some state officials and activists have expressed fears that even voluntary assistance programs and especially a future critical infrastructure designation could lead to unprecedented level of federal involvement in elections. Facebook's Secret to a Happy, Productive Company Culture. Great Teams Are About Personalities, Not Just Skills. At the start of 2016 Google announced that it had discovered the secret ingredients for the perfect team. After years of analyzing interviews and data from more than 100 teams, it found that the drivers of effective team performance are the group’s average level of emotional intelligence and a high degree of communication between members. Does Power Really Corrupt?