Monthly Archives: September 2023

So You’re a Manager and You Hate Your Job?

So you’re a manager now. Welcome to the party! You’ll quickly find that a lot of things about the role are neither as fun nor as straightforward as you may have been led to believe. Let’s dig into the factors that make the job less glamorous than advertised.

What Makes the Job Risible?

Unrealistic Expectations: You’re now the solver of everyone’s problems. Good luck juggling everyone’s needs and desires.
Blurred Lines of Authority: You’re told you’re the boss, but often, decisions are made over your head.
Dealing With Personalities: Unlike chess pieces or cogs or Borg Drones, humans have emotions, opinions, and bad days.
Daily Drudgery: Meetings, paperwork, more meetings. Did anyone mention there’d be so much admin?

Why Is the Job Detestable?

You Can’t Just Order People Around: Gone are the days where a stern look would do the trick. You’re not in a dictatorship, you’re in an office – or not even.
Lack of Autonomy: Being a manager doesn’t mean you have all the power. In fact, it generally feels like you have less.
Accountability Without Control: When things go south, you’re the first to suffer, even if the factors were beyond your grasp. A veritable whipping boy (or girl).
Mundane Tasks: Think management is all strategy and expense account lunches and power moves? Think again. You’re also the go-to for approving holiday leaves and dealing with niggling disputes.

Remember Captain Sobel from ‘Band of Brothers’?

You might recall the character Captain Herbert M. Sobel, portrayed by David Schwimmer in the miniseries “Band of Brothers.” Sobel’s style was authoritarian, focused on discipline and regimen, often at the cost of morale and trust. His approach led to a lack of faith among his men and ultimately didn’t serve him or his troops well in the field.

Can Nonviolence Be the Answer?

Nonviolence is more than the absence of physical force; it’s about fostering an environment of respect, dialogue, and mutual understanding. Sobel’s method lacked these qualities, highlighting how ineffective a ‘command and control’ model can be.

Is Sobel’s Style a Cautionary Tale?

Absolutely. A rigid, authoritarian style might work in certain settings, but in most modern workplaces, this approach is outdated, ineffective and doomed to failure. Employees don’t respond well to leaders who operate solely on a basis of power and fear. A successful team is not a set of robots to command.

What Should You Do Instead?

Be Flexible: Adapt your style to the situation and the needs of your teams.
Communicate: Keep the lines open. No one can read minds.
Be Human: Show empathy and understanding. You’re managing people, not machines. In fact, don;t manage the people at all.”You manage things; you lead people.” ~ Grace Hooper, Rear Admiral, USN
Learn Continuously: The best managers know they don’t have all the answers and are willing to grow.

Managing is tough, no doubt. But understanding its flaws and challenges is the first step in doing it better. Don’t be a Sobel; be the manager you wish you had.

Everybody Loves Prudence

September 12, 2023

Article, Business, Risk

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Everybody Loves Prudence

Why Does Prudence Rule the Roost?

The business landscape is littered with companies that have adopted prudence as their north star. It’s often assumed that prudence is synonymous with wisdom, making it the go-to strategy for decision-makers. But is playing it safe genuinely wise, or is it a shortcut to mediocrity?

How Does Prudence Stifle Innovation?

A prudent approach to business actively impedes innovation. Companies overly committed to caution lose sight of the risk-reward equation, which states that higher risk comes with the potential for greater rewards. By avoiding risk, you are essentially capping your potential returns. In this way, prudence can act as a ceiling on your business aspirations.

What Opportunities Are You Missing Out On?

The risk-reward equation serves as a guidepost for what you could achieve if you step outside your comfort zone. Your competitors, unafraid of taking calculated risks, are exploiting new markets, adopting new technologies, and reaping the benefits. Every time you choose the cautious route, you’re not just maintaining stability; you’re missing out on these growth opportunities.

Is Your Talent Pool Shallowing?

Top-tier talent thrives in environments where their creativity can shine and where they can have a significant impact. An excessive focus on prudence can make your organisation less attractive to these dynamic individuals. When they sense a lack of ambition rooted in an overly cautious approach, they’re likely to look elsewhere, undermining your access to a high-calibre workforce.

What’s the Real Cost of Perceived Safety?

You might feel that prudence keeps you safe from the pitfalls that come with high-risk ventures. But what you’re not accounting for is the risk of becoming irrelevant or obsolete. The risk-reward equation suggests that the more you invest in terms of taking calculated risks, the higher your potential returns. When you opt for the illusion of safety, you actually expose yourself to a different kind of risk, one with long-term consequences: the risk of stagnation.

Is It Time to Reevaluate?

Overreliance on caution and prudence contradicts the principles of the risk-reward equation. You may think you’re avoiding pitfalls, but you’re also sealing off pathways to potentially greater successes. The question now is, are you willing to reassess your approach to risk and break free from the self-imposed limitations that come with excessive prudence?

Russian Roulette With Your Business

September 12, 2023

Article, Organisational Therapy, Quintessence, Risk

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Russian Roulette With Your Business

Ignoring the importance of risk management is like taking a loaded revolver and repeatedly spinning the cylinder and pulling the trigger. How long before you get shot in the head? Dive in to explore why many companies disregard this crucial aspect of business, and discover how organisational psychotherapy offers a lifeline.

What Are the Risks in Not Managing Your Risks?

When you’re ignoring or bypassing risk management, you’re not just courting failure; you’re setting the stage for potential disaster. This negligence affects more than just the bottom line; it has repercussions across the entire organisation, creating a ripple effect that’s hard to contain.

The Risk-Reward Curve

The risk-reward curve is a useful concept in this context. It illustrates the trade-off between the level of risk taken and the potential reward received. In a well-managed organisation, you want to be at the point where you’re taking calculated risks that offer a high potential return without putting the organisation in jeopardy.

However, if you’re not managing your risks, you’re moving perilously along that curve, often towards the higher-risk, lower-reward area. Here, the consequences of a mistake or an unexpected external event can be catastrophic. The firm may face financial ruin, legal consequences, and severe reputational damage.

The Chain Reaction of Neglected Risks

When risks are not managed, the fallout doesn’t stop with immediate financial loss. A single unmitigated risk can set off a chain reaction, affecting supplier relationships, customer loyalty, and investor confidence. Before you know it, you’re in a downward spiral that’s difficult to break out of.

The Human Cost

Let’s not forget the impact on employees. When risks are mismanaged, the immediate casualties are often the staff members who bear the emotional and psychological burden. They become disengaged, leading to decreased productivity and increased turnover. In extreme cases, the health and safety of employees could be compromised. We all remember the Bhopal tragedy.

The Opportunity Cost

Another less obvious but equally important aspect is the opportunity cost involved. When you’re constantly firefighting because you’ve neglected to manage your risks, you’re diverting resources from other opportunities. Instead of innovating, expanding, or improving, you’re stuck trying to manage crises.

To ignore risk management is not just a flawed strategy; it’s a ticking time bomb. It’s not a question of if it will explode, but when. With the lens of organisational psychotherapy, you have a tool that can not only defuse the situation but also set you on a more stable, sustainable path.

What’s At Stake?

Many firms don’t adequately address the risks they face, and it’s not just small businesses that are guilty. Established corporations, too, often find themselves in a tight spot due to poor risk management. Are they unaware, or are they ignoring the potential consequences? That’s a question worth pondering.

Why Do Companies Overlook Risk Management?

It’s hard to pinpoint a single reason. The motivations are diverse, ranging from financial constraints and complacency to a lack of expertise. This failure to assess and mitigate risks often leads to disastrous outcomes such as financial losses, reputational damage, and even the complete collapse of the organisation.

How Does Unmanaged Risk Affect Employees?

Unmanaged risk has a domino effect that reaches all corners of a company, including its workforce. Low morale, high stress, and diminished productivity are just a few symptoms of an organisation that hasn’t managed its risks well. Employees bear the brunt of poor decisions and often end up leaving the organisation, further compounding its issues.

Organisational Psychotherapy: A Solution?

Enter organisational psychotherapy. This practice examines the collective psychology of a company, aiming to unearth root causes of systemic issues, including poor risk management. By helping organisations identify their blind spots, organisational psychotherapy facilitates a more holistic approach to risk assessment and mitigation.

How Does It Work?

Organisational psychotherapy begins by creating a safe space for open dialogue. Team members at all levels of the organisation participate, sharing their thoughts and concerns freely. This conversation helps to uncover underlying issues and provides a manifest opportunity for surfacing and reflecting on shared assumptions and beliefs, including e.g. the organisation’s relationship with risk management.

What’s the ROI?

The return on investment is more than just monetary. Enhanced morale, increased productivity, and a renewed focus on proactive risk management make for a healthier work environment. While it might be difficult to put a price on these qualitative gains, they’re often indicative of long-term success and stability.

Is Organisational Psychotherapy Right for You?

Every organisation is different, and what works for one may not work for another. However, if poor risk management is a concern, then it’s worth considering. Not just as a remedy for your current issues, but as a preventive measure for the future.

In an age where uncertainty is the only certainty, isn’t it time you manage the risk of not managing your risks?

The Nonviolent Communication Advantage in Relationships

September 10, 2023

Antimatter principle, Article, Community, Conversations, Empathy, Nonviolence, Nonviolent Communication, Relationships, Trust

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The Nonviolent Communication Advantage in Relationships

Can NVC Elevate Workplace Relationships?

Nonviolent Communication (NVC) isn’t just a concept; it’s a practice. It consists of observing without judgment, expressing feelings, articulating needs, and making clear requests. In a work environment, these principles can go a long way to build mutual respect and understanding. They promote constructive criticism and foster an open dialogue.

What Does NVC Bring to Group Dynamics?

When it comes to group interactions, NVC shines in its ability to alleviate tension and solve conflict. By focusing on unmet needs instead of blame, NVC creates a constructive pathway to solutions. Teams can navigate disagreements and reach a mutual understanding. In this space, everybody’s needs get a chance to be heard, fostering collaboration and creativity.

Dissolves Tension Through Empathy

One of the most immediate effects of applying NVC in a group setting is the reduction of tension. Often, disagreements escalate because people feel misunderstood or attacked. NVC replaces these barriers with empathy. Team members learn to listen actively and validate each other’s feelings and needs, which in turn lowers emotional walls and facilitates productive dialogue.

Redirects the Focus to Unmet Needs

In traditional models of communication, a point of conflict often leads to a blame game. This not only stifles resolution but can also create animosity within the group. NVC shifts this focus from assigning blame to identifying unmet needs. When group members express what they require instead of blaming others, it encourages a problem-solving mindset. This can lead to more equitable outcomes that respect the needs of all involved.

Enables Mutual Understanding

NVC encourages people to express themselves clearly and concisely, focusing on what they observe, feel, need, and request. This clarity helps group members to better understand each other’s perspectives and constraints. Misunderstandings are resolved more quickly, as the communication becomes more transparent. As everyone gains a more nuanced understanding of each other’s needs and contributions, a deeper mutual respect develops.

Boosts Collaboration and Creativity

Once the groundwork of empathy and understanding is laid, teams find it easier to collaborate. Everyone becomes more invested in each other’s success, setting the stage for more cohesive teamwork. Moreover, as trust within the group increases, members are more willing to share creative ideas without the fear of ridicule or misunderstanding. NVC thus acts as a catalyst for innovation, allowing the collective intelligence of the group to flourish.

Creates an Inclusive Environment

In a group dynamic where NVC is practiced, every voice matters. The inherent respect for each individual’s needs and feelings fosters an inclusive atmosphere. Team members from diverse backgrounds, who may have different styles of communication or varying viewpoints, find it easier to integrate and contribute. This inclusivity not only enriches the group’s overall skill set but also enhances its problem-solving capabilities.

In summary, NVC in group dynamics works as a multifaceted tool. It dissolves tension, redirects focus from blame to needs, fosters mutual understanding, enhances collaboration and creativity, and encourages inclusivity. It’s not just a communication style but a comprehensive approach to improving how groups interact and function.

Do Relationships Outside Work Benefit from NVC?

NVC isn’t just for professional settings. Families, couples, and friends can find value in its principles. In intimate relationships, NVC helps in the articulation of emotional needs and ensures that both parties feel heard and understood. Open, honest communication is encouraged, deepening the emotional connection.

Enhances Emotional Expression

One of the most significant benefits of NVC in personal relationships is that it encourages the open expression of emotions. Traditional communication often falls short in this aspect, making it difficult for individuals to convey what they’re feeling. NVC provides the tools for a more nuanced expression of emotions, eliminating misunderstandings and allowing people to feel genuinely understood by their loved ones.

Fosters Authentic Conversations

Most relationships suffer from a lack of honest and open communication. People often conceal their true feelings to avoid conflict or because they fear judgment. NVC breaks down these barriers by fostering a non-judgmental space where individuals can express their authentic selves. This leads to more meaningful conversations that serve to deepen the relationship.

Resolves Conflicts Harmoniously

Conflict is an inevitable part of any relationship. What sets healthy relationships apart from dysfunctional ones is the ability to resolve these conflicts in a mutually satisfying way. NVC shifts the conflict resolution focus from winning an argument to understanding and meeting the underlying needs of each party involved. The result is a more harmonious resolution that strengthens the relationship rather than erodes it.

Enhances Empathy and Mutual Respect

By focusing on empathetic listening and understanding, NVC cultivates a culture of mutual respect within relationships. Each person learns to appreciate the feelings and needs of the other, which encourages a supportive and nurturing environment. This mutual respect further solidifies the relationship and makes it more resilient in the face of challenges.

Strengthens Emotional Bonds

Last but not least, NVC significantly contributes to strengthening emotional bonds between individuals. When people feel heard and valued, their emotional attachment to each other deepens. Emotional intimacy is crucial for any long-lasting, fulfilling relationship, and NVC provides the framework to achieve this.

To summarise, the influence of NVC extends well beyond professional settings and offers significant advantages in personal relationships. By facilitating emotional expression, authentic conversations, harmonious conflict resolution, empathy, and stronger emotional bonds, NVC serves as a cornerstone for healthier, more fulfilling relationships outside the workplace.

Summary: Is NVC the Relationship Game-Changer?

In both workplace relationships and broader social circles, NVC stands out as an effective tool for building stronger, more open interactions. By focusing on empathy and understanding, it paves the way for improved communication and stronger bonds.

NVC has a far-reaching impact. From conference rooms to living rooms to bedrooms, its principles can transform how we relate to one another. It offers the promise of not just better conversations but also enriched relationships. So, why not give it a try?

Delegating to Teams

September 10, 2023

Advice Process, Antimatter principle, Article, Business, Collaboration, Culture change, Delegation, Organisational effectiveness, Quintessence, Teambuilding, Trust

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Delegating to Teams

Who’s in Charge?

Traditionally, delegation was a top-down process. Managers assigned tasks to individuals and monitored their performance. However, with the emergence of self-organising teams, the rules of the game have changed. Senior managers now face the unique challenge of delegating to a collective rather than individuals.

What’s Different Now?

The Shift in Authority

The conventional hierarchical model of a company places a single person, or a few individuals, in a position of authority. They are the go-to people for making decisions and ostensibly bear the brunt of accountability. In stark contrast, a self-organising team operates on a distributed model of authority. This means that every team member has a say in how things are run, and decisions are usually reached through consensus, a democratic process or the Advice Process. The power dynamics are less vertical and more horizontal.

Collaborative Decision-Making

When authority is distributed, the decision-making process also becomes a collective endeavour. It’s not about one person dictating the course of action but a dialogue that brings in multiple perspectives. Senior managers who are used to making unilateral decisions might find this unsettling. The challenge lies in learning how to navigate this collective process without undermining the team’s autonomy.

Absence of a Single Accountability Point

In a hierarchical setting, if a task fails, you know whom to hold accountable—the person to whom you delegated the task. In a self-organising team, there’s often no single point of accountability. Everyone is responsible, which means no one person can be singled out for a failure. This lack of a straightforward accountability trail can complicate how senior managers assess performance and enforce consequences. It can help to have the team nominate a single person to the role of “contact person”. This can be a rotating role. This person serves as the single point of contact between the team and external parties, including senior management.

Spreading the Load, Maximising Learning: When there’s no single point of accountability, responsibility is shared among team members. This means the burden of a setback is felt less acutely by one individual, creating a psychologically safer space for team members. They are more likely to view failures as opportunities for collective learning, rather than as points for individual criticism.
Enhanced Problem-Solving: Because everyone is responsible for the outcomes, all team members have a vested interest in solving problems. Rather than leaving it to one individual to fix things, the entire team rallies to identify solutions. This collaborative approach often yields more innovative solutions by drawing from a diversity of perspectives and skill sets.
Fosters Ownership and Engagement: Shared accountability nurtures a strong sense of ownership among team members. When everyone’s accountable, everyone cares. This tends to boost engagement and motivation, as team members feel they have a real stake in the project’s success or failure.
Risk Mitigation: In a hierarchical structure, the failure of a task often leads to an exhaustive search for where things went wrong, usually zeroing in on an individual. In a self-organising team, since accountability is collective, the emphasis shifts from blame to understanding the systemic issues that contributed to the failure. This provides a more comprehensive view of risks and how to mitigate them in the future.
Reinforces Team Cohesion: Shared responsibility often leads to stronger bonds among team members. They sink or swim together, which fosters a sense of unity and mutual support. This is particularly beneficial for tasks that require high levels of collaboration and interdependence.
Easier Talent Allocation: Without a single point of accountability, senior managers can more flexibly allocate talent based on the task’s evolving needs. If one person’s skills are better suited for another project, they can be moved without disrupting the accountability structure, making resource management more efficient.
Senior Management’s Role: For senior managers, this means a shift in focus from micromanagement to coaching and mentoring. The upside is that this often yields higher job satisfaction for the manager, as they can concentrate on strategic oversight rather than getting bogged down in the nitty-gritty of task-level management.

In sum, while the lack of a single point of accountability in self-organising teams may initially seem like a drawback, it brings a range of benefits. These include a more engaged and cohesive team, better problem-solving, and a healthier approach to managing both success and failure.

Reimagining Delegation

Given these differences, the act of delegating to a self-organising team isn’t merely about passing down tasks. It’s about empowering the team to function within a set framework, giving them the freedom to decide how best to achieve objectives. This demands a different set of management skills, focused more on guidance and less on control. See also: Auftragstaktik

Handling Uncertainty and Risk

For a senior manager used to hierarchical structures, this new terrain comes with its share of uncertainties. You may be uncertain about how decisions will be made or how to enforce accountability. This requires a level of comfort with ambiguity and a willingness to adapt one’s management style.

The challenge lies in adapting delegation strategies to suit a work environment that’s fundamentally different from the traditional hierarchy. It’s about learning to delegate not to an individual but to a collective, and trusting that collective to manage itself effectively.

Delegating Responsibility

To effectively delegate to a self-organising team, clearly outline what needs to be done without prescribing how to do it. This allows the team to take ownership of the task and leverage its collective skills and knowledge.

Setting Boundaries

While a self-organising team relishes autonomy, it’s crucial to establish parameters. These could be deadlines, budgets, or quality standards. Providing these constraints equips the team to manage itself effectively within an agreed-upon framework. The Antimatter Principle as policy affords benefits, here.

How to Communicate?

Clear communication is vital when delegating to any team, more so with a self-organising one. Since there may not be a single point person, communication flows to the entire team. Modern tech makes this child’s play.

Written Guidelines

Document what you’re delegating. This ensures everyone is on the same page and minimises misunderstandings later.

Regular Check-ins

Have periodic touchpoints with the team to assess progress. These meetings shouldn’t be about micromanagement but an opportunity for the team to seek support, guidance and clarification.

What If Things Go Wrong?

Let’s face it; not every delegation attempt will be successful. With self-organising teams, it can be difficult to pinpoint where things went awry…

Troubleshoot as a Team

Instead of assigning blame, involve the team in identifying the root cause of any setbacks. This fosters a culture of collective responsibility.

Adapt and Learn

The aim isn’t to avoid mistakes altogether but to learn from them. Revise your delegation approach based on the insights you’ve gathered.

Are You Ready?

Delegating to a self-organising team demands a shift in mindset. As a senior manager, it’s a challenge that tests your ability to relinquish control while still ensuring accountability. Are you ready to take it on?

Why Not Managers?

September 10, 2023

Agility at Scale, Article, Business, Culture change, Fellowship, Management, Psychology, Quintessence, Toxic behaviours

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Why Not Managers?

The Managerial Role: Obsolete

Traditionally, managers serve as overseers, ensuring work flows smoothly and deadlines meet their marks. But in today’s business environments, we’re seeing a seismic shift. Teams are self-organising and making decisions independently. Why do we still need managers?

Do Teams Manage Themselves?

The answer seems to lean towards ‘yes’, teams can and do “manage” themselves. In settings where productivity is of the essence, the emphasis is on empowering teams to solve problems and innovate without having a managerial figure present, breathing down their necks. Collective ownership becomes the mantra, and everyone takes responsibility for the product’s success or failure.

What Happens to Accountability?

Contrary to popular belief, the absence of a traditional managerial role doesn’t mean accountability vanishes. In fact, team members often feel more accountable to each other than they might to a distant or toxic boss. Review processes become more meaningful, as peers understand the challenges and intricacies of the tasks at hand.

Is Decision-Making More Efficient?

The chain of command usually slows down decision-making. In a manager-less environment, teams arrive at decisions more quickly and can adapt to changes or unexpected challenges without having to wait for managerial approval. This can be especially vital in the fast-paced world of software development. See also: Auftragstaktik.

Does Quality Suffer?

One concern is that without a managerial figure to enforce standards, quality might slip. However, evidence suggests that the opposite happens. A sense of ownership and peer review often leads to a higher standard of work. Team members become each other’s quality control, leading to a more cohesive and well-executed end product. See also: Ensemble development.

What’s the Role of Leadership?

Leadership doesn’t evaporate in the absence of managers; it merely takes a different form. Leaders emerge naturally, guided by their expertise, communication skills, context, and the team’s respect. These leaders are often more in tune with the needs and dynamics of the team, making for a more harmonious and productive work environment.

Is This Model for Every Business?

The manager-less model isn’t just a passing fad in the software development world; it raises legitimate questions about the universal need for managers across all business types. While some argue that industries with stringent regulatory compliance or high-volume customer interactions need a managerial structure, this reasoning often serves as a convenient crutch rather than a real justification.

Firstly, regulatory compliance doesn’t inherently require a managerial role. Businesses can still adhere to laws and regulations through well-documented processes and collective responsibility. Teams can be educated and empowered to include regulators in the set of Folks That Matter™ and comply with rules without a manager acting as the gatekeeper.

Secondly, the idea that customer service businesses benefit from managerial roles is also questionable. Frontline employees are more likely to understand the intricacies and nuances of customer interactions than a removed managerial figure. Empowered teams often show better problem-solving capabilities, which is beneficial in handling complex customer concerns.

So, are managers necessary? The evidence increasingly points to ‘no’. Even outside the tech sector, rethinking the need for managers can lead to more agile, responsive, and accountable businesses.

So, Are Managers Redundant?

In the context of modern software development and certain types of businesses, managers are increasingly looking like relics of a past era. For businesses willing to take the leap, a manager-less structure offers more than just cost savings; it paves the way for innovation, efficiency, and a far more engaged workforce.

Are Managers Killing Their Golden Geese?

September 9, 2023

Antimatter principle, Article, Management, Organisational effectiveness, Product development, Psychology, Software Delivery, Software development, Toxic behaviours

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Are Managers Killing Their Golden Geese?

Cognitive Function Rules

Cognitive function encapsulates the mental processes needed for problem-solving, abstract thinking, and quick decision-making. In the realm of software development, high cognitive function is indispensable for understanding complex algorithms, creating efficient code, delivering quality, and solving intricate problems.

Why Does Cognitive Function Matter?

When cognitive function is at its peak, developers can perform their tasks not just quickly but also effectively. It enables them to come up with innovative solutions, debug issues proficiently, and contribute meaningfully to a project’s success.

How Do Managers Disrupt Cognitive Function?

Routine managerial practices like frequent check-ins, status reports, micromanagement, and unclear objectives can negatively impact a developer’s cognitive function. Added to this, loaded work schedules and harsh deadlines contribute to stress, which further degrades cognitive performance.

What About Toxic Behaviour?

Abusive and toxic conduct from managers goes beyond disrupting cognitive function. This behaviour often leads to severe emotional stress, causing long-term harm – including brain damage – that manifests as burnout, poor performance, and staff turnover.

What’s the Consequence?

When cognitive function suffers, the ripple effect is felt throughout the team and the organisation. There’s a decline in product quality, an increase in mistakes, and a noticeable lag in delivery timelines. In such a scenario, managers are essentially killing the very geese (developers) that lay the golden eggs (software).

Is There a Remedy?

Creating a more nurturing work environment can help. Managers might choose to adopt practices that allow for focused work, respect individual needs, and most importantly, eliminate toxic and abusive behaviours.

Will Change Happen?

The ball’s in the managers’ court. The cognitive well-being of their software developers—and by extension, the quality and success of their own wellbeing—depends on how they choose to adapt their management styles.

Brain Damage

September 9, 2023

Article, Nonviolence, Psychology, Toxic behaviours

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Brain Damage

What’s Workplace Abuse?

Workplace abuse includes a variety of behaviours that create a toxic environment. This can range from overt actions like bullying and harassment to more subtle forms such as undermining someone’s performance.

How Does It Affect the Brain?

Evidence shows workplace abuse has tangible effects on the brain. Chronic stress from a toxic workplace can lead to the release of stress hormones, which in turn can affect areas of the brain responsible for memory, decision-making, and emotional regulation.

Scans Prove It

MRI scans can reveal changes in brain structure and function in people who have experienced workplace abuse. Regions like the amygdala and the prefrontal cortex, responsible for emotional processing and executive functions respectively, show discernible alterations.

What’s the Real Cost?

Beyond the immediate mental health impact, brain changes due to workplace abuse can also lead to long-term issues like depression, anxiety disorders, and even a decline in cognitive functions.

How Do We Address It?

Addressing workplace abuse is essential not just for employee well-being but also for organisational health. Support systems, clear grievance mechanisms, and a zero-tolerance policy towards abuse can contribute to a healthier work environment.

Is Change Possible?

Absolutely. While brain changes from abuse are concerning, the brain also possesses a remarkable ability to adapt and heal. Supportive environments can facilitate this process, creating a positive feedback loop for both individuals and organisations.

Trauma-Informed or Trauma-Inducing Leadership?

September 8, 2023

Article, Culture change, Leadership, Toxic behaviours

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Trauma-Informed or Trauma-Inducing Leadership?

What is Trauma-Informed Leadership?

Trauma-Informed Leadership is an approach that recognises the prevalence of trauma in the workforce and strives to create a supportive environment. This type of leadership acknowledges the various ways trauma can affect people’s work performance, mental health, and overall well-being. Leaders who adopt this approach aim to foster a workplace culture of understanding, compassion, and mutual respect.

What is Trauma-Inducing Leadership?

On the flip side, Trauma-Inducing Leadership does the opposite. Rather than acknowledge or accommodate for trauma, this style of leadership may inadvertently or deliberately create a toxic environment. Leaders may engage in behaviours like micromanagement, public humiliation, or even verbal abuse, causing stress, anxiety, and traumatising experiences for their employees.

How Does Each Affect Employee Well-Being?

Trauma-Informed Leadership not only fosters emotional safety but also boosts productivity and job satisfaction. Employees are more likely to engage in their work and report higher levels of mental well-being. Conversely, Trauma-Inducing Leadership can result in high staff turnover rates, reduced productivity, and a slew of mental health issues, including heightened stress and burnout.

Can Culture Shape the Leadership Style?

Yes, organisational culture can significantly influence the type of leadership that flourishes. Firms that value employee well-being and ethical conduct are more likely to develop Trauma-Informed Leadership. In contrast, high-pressure environments that focus solely on outputs and targets may inadvertently encourage Trauma-Inducing Leadership.

What Can You Do?

If you’re a leader, self-reflection is key. Consider your behaviours and their impact on your team. If you’re an employee under a Trauma-Inducing Leader, it may be beneficial to seek professional advice or consult HR. Organisations as a whole benefit from regularly reviewing leadership approaches and can choose to be willing to change to foster a healthier work environment.

In summary, the distinction between Trauma-Informed and Trauma-Inducing Leadership can make or break the workplace experience. It’s crucial for leaders to be conscious of the role they play in shaping this experience and for organisations to recognise the impact of their leadership styles on their workforce.

Why Managers?

September 8, 2023

Alien tech, Article, Business, Collaboration, Culture change, Fellowship, Management

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Why Managers?

Who’s In Charge?

For years, companies have automatically installed managers at the helm of software development teams. Why? Perhaps it’s because this model has been employed across various other industries with some semblance of success. But is this the right approach for software development?

Does Archaism Matter?

Historically, the concept of a manager has roots in the Industrial Age, where assembly lines were all the rage. These lines seemed like they needed supervision and structure. The manager became the linchpin in ensuring that production flowed more or less smoothly. While this may have worked in a factory setting, software development isn’t assembly work. It’s more akin to crafting a work of art. So why are we still clinging to archaic notions?

What Devs Need

Developers don’t need someone hovering over them, dictating their every move. They need autonomy and space to innovate. Software development is a field that requires creative thinking, problem-solving, collaboration, and an in-depth understanding of technologies. These skills can’t be micromanaged into existence. Instead, a supportive, collaborative environment is more beneficial. So, if not managers, then who or what can create such an environment?

Why Not Self-Management?

Self-management or self-organising teams are a game changer in the software development industry. Such teams have no formal manager but work towards a common goal. Every team member is responsible for managing their tasks and collaborating with their teammates. While this model isn’t flawless, it’s more attuned to the needs and work style of software developers, and collaborative knowledge work more generally.

There Are Alternatives

If going manager-free feels too risky, other structures such as ‘servant leadership’ offer a middle ground. In this framework, leaders exist but act as enablers rather than dictators. Their role is to remove obstacles and facilitate, rather than control. This form of leadership suits the collaborative, innovative nature of software development.

What’s the Bottom Line?

Installing managers in software development teams is a practice that’s way outlived its usefulness. While it’s not going to change overnight, there are alternative methods of organisation that better serve the needs of developers and promote a more effective, humane work environment. So, the next time someone suggests that a manager is essential for a software development team, consider whether tradition is clouding better judgement.

Abuse at Work

September 8, 2023

Article, Culture change, Psychology, Toxic behaviours

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Abuse at Work

This topic is of close persoanl interest to me, having seen many occasions where people have been recipients (I refuse to label them victims) of abuse.And I’ve been a recipient myself, on occasion.

Is Management Blind to Abuse?

Workplace abuse doesn’t just harm employees’ morale; it affects health, engagement, and productivity too. Most would like to think that leaders take reports of abuse seriously, but research paints a different picture. In a series of studies, researchers found that those who reported being victims of abuse were largely seen by their managers as the perpetrators of abuse. Disturbingly, employees flagged for abusive behaviour escaped this perception only when they had a close relationship with the manager or were high-performing.

Are All Industries Equal?

To widen the lens, the researchers moved beyond a single organisation and analysed data from a variety of sectors. Be it office workers, mechanics, nurses, or plumbers, the pattern persisted. Across the board, leaders seemed to be biased when evaluating incidents of abuse in their teams. So it’s not just isolated to one sector or another; this is an organisational issue that invites attention.

Can Victims Also Be Perpetrators?

Of course, it’s helpful to consider the limitations of the research. Could it be that the victims were also perpetrators? To rule this out, the researchers conducted further experiments. Profiles of fictitious employees were assessed by participants, some of whom were victims and others who weren’t. Results showed that even when victims had done nothing wrong, they were still blamed for the mistreatment they endured.

Abuse Affects Performance Ratings

The researchers then extended their investigation to the impact of abuse on performance evaluations. Shockingly, victims were perceived as less competent compared to their non-abused counterparts, irrespective of their actual performance. This is cause for concern as performance ratings influence career progression and financial remuneration.

How Can Organisations Do Better?

Rather than defaulting to training programmes, organisations can make immediate changes by inviting senior people to become more self-aware and vigilant in their decision-making processes. This requires actively challenging pre-existing biases and assumptions when dealing with reports or signs of abuse. Peer reviews or collective decision-making can also be used to limit individual biases and make the evaluation process more transparent and fair.

It’s equally important to establish a culture where employees feel safe to report abuse without fear of reprisal or being labelled as troublemakers. Transparent policies and procedures related to abuse benefit from being clearly communicated and consistently enforced.

Ultimately, our findings indicate a troubling trend where managers often misattribute blame in cases of abuse. Tackling this means adopting a more critical and skilled approach to conflict management and promoting an organisational culture that doesn’t tolerate abuse.

Why Hide Organisational Issues?

September 8, 2023

Article, Organisational effectiveness, Toxic behaviours

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Why Hide Organisational Issues?

Avoidance Doesn’t Help

No, it doesn’t. While it may offer short-term relief, avoidance perpetuates anxiety and, to some extent, depression within the organisation. The longer an issue remains unaddressed, the more it allows negative sentiments and unproductive behaviours to fester. This isn’t just an individual concern; it undermines organisational health.

What’s the Cost of Avoidance?

When an organisation avoids confronting issues or treats them as “undiscussables”, whether they’re toxic behaviours, inefficient ways of working, or a flawed company culture, it misses out on vital learning opportunities. Ignoring the problem or keeping it off the table essentially communicates, “This organisation can’t deal with this,” thereby fuelling collective anxiety for the next challenge. It’s like shunning an exam due to the fear of failing; there’s no feedback to drive improvement.

Are Undiscussables Really Taboo?

Addressing so-called “undiscussables” can actually lead to breakthroughs within the organisation. These are often issues everyone is aware of but avoids discussing openly. By transforming these undiscussables into discussables, an organisation can uncover root causes of systemic issues, thereby paving the way for effective solutions.

Are There Benefits to A Direct Approach?

Certainly. Taking a direct approach to problems can be a catalyst for long-term benefits within the organisation. Facing an issue head-on can be uncomfortable but it reveals not only the gaps that need filling but also the strengths that can be leveraged. Discomfort is often the price of progress.

How to Overcome Initial Discomfort

Problems may seem more daunting when they’re initially addressed. However, as the organisation gains the skills and knowledge to cope effectively, the discomfort diminishes. What initially induced anxiety can become manageable or even trivial. The key is to focus on long-term gains over short-term discomfort.

Are There Exceptions?

Indeed. There are instances where avoidance might seem like the right move, such as emotionally draining or unsafe situations. These are unique cases where avoidance actually serves as a form of approaching the problem through a different strategy, like setting boundaries. The organisation amy wish to choose their approach to suit the particular situation faced.

What’s the Bottom Line?

Smart organisations choose to cultivate a culture where problems aren’t shunned but addressed in the most effective manner for the organisation’s context. Avoidance doesn’t make a problem disappear; it merely postpones the inevitable and often makes it worse. Remember, facing an issue may be tough initially, but it’s the most promising strategy for long-term organisational health.

A Question of Flow

September 8, 2023

Article, Business, Flow, Flow•gnosis, Flowchain, Product development, Software development

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A Question of Flow

A New Take on Flow?

When we hear about flow, it’s often linked to a psychological state of focus and immersion. But flow isn’t just a psychological state popularised by Mihaly Csikszentmihalyi. There’s another kind of flow that plays a critical role in organisations. This type of flow refers to a well-coordinated series of actions, events, or processes that work in harmony – flow as a smooth succession of actions that take place within an organisational setting

Why Should You Bother?

Paying attention to flow in your organisation is not just an academic exercise; it’s a practical necessity. Improved flow means fewer bottlenecks, quicker turnarounds, and more satisfied employees. Given these benefits, can you afford to overlook the importance of achieving good flow?

Is Structure the Solution?

While structure might seem constraining, it offers a foundation upon which flow can thrive. Roles and responsibilities are clearer, and tasks follow a more predictable pattern. However, there’s a limit to the benefits of structure. Could too much structure curtail creativity and inhibit the capacity for innovative solutions? How much structure is “just enough”?

How Tech Can Contribute

Modern technology provides tools that make it easier to achieve flow. Automated systems can handle repetitive tasks, freeing humans to focus on complex challenges. Additionally, real-time data analytics can identify potential bottlenecks before they become major issues. But what’s the cost of getting your tech choices wrong?

Humans in the Equation

A finely tuned system isn’t just about technology or well-drafted processes. The human element—morale, motivation, and collaboration—also plays a pivotal role. When employees work well together, the flow is more natural and less forced. How can we foster a culture that encourages this kind of harmony?

What Metrics to Use

Choosing metrics for gauging flow involves more than just picking numbers to track. Do task completion times, takt times, employee engagement levels, or customer satisfaction rates resonate with your organisational goals? How do you know if you’re focusing on the right measures to sustain or enhance flow?

Ready to Make a Change?

Embarking on the journey to improve organisational flow is a complex but rewarding endeavour. It involves continuous assessment, involving multiple stakeholders, and making frequent adjustments. Are you willing to commit the necessary time and resources to achieve a state of optimal flow?

Flow, in this organisational sense, is a multifaceted concept. By asking the right questions and taking a balanced approach, you can create an environment where flow becomes a natural aspect of your operational landscape. So, are you prepared to rethink what flow means for you and your organisation?

A Question of Flow: Extending into the Software Realm

Does Software Development Redefine Flow?

In the complex landscape of software development, flow takes on nuanced dimensions. Beyond well-coordinated actions and processes, here it’s about managing interdependent systems, handling data, and synchronising multiple contributors. How does the concept of flow evolve when applied to software?

What Are the Stakes for Software Projects?

The relevance of flow extends far beyond general organisational theory when we delve into software projects. It’s not just about speed but also about code quality, user experience, and sustainable development. How does focusing on flow lead to more resilient and robust software systems?

How Does Architecture Influence Flow?

In software development, the architecture itself can facilitate or hinder flow. Modular designs and well-defined APIs can dramatically streamline the work process. How could architecture be leveraged to enhance flow, without compromising quality?

Are DevOps and CI/CD Flow Enablers?

DevOps culture and Continuous Integration/Continuous Deployment (CI/CD) pipelines are revolutionising the flow in software development. They merge development and operations, automating much of the workflow. Is the automation brought by these practices always beneficial, or could there be drawbacks?

Can Open Source Cultures Teach Us About Flow?

The open-source community often exhibits a unique kind of flow, built on collective intelligence and decentralized collaboration. Can traditional organisations learn from this paradigm?

What About Flow in Remote Teams?

The rise of remote work presents new challenges and opportunities for achieving flow in software development. How do time zones, cultural differences, and virtual communication affect flow? Can they be harnessed to enhance it instead?

Is Ethical Software Development Compatible with Flow?

Rapid development cycles and the pursuit of flow might conflict with the need for ethical considerations in software design, such as accessibility and data privacy. Can a balance be achieved where ethical imperatives don’t disrupt the flow?

Are We Ready for the Future of Software Development Flow?

As technologies like AI and quantum computing mature, they’ll inevitably impact the flow of software development. Will we adapt our notions of flow to these advancements, or will the concept of flow itself undergo a transformation?

By integrating these big-picture considerations, we can explore new frontiers of flow in both traditional organisations and software development landscapes. The question remains: Are we ready to adapt and evolve?

Why Ask Questions?

September 8, 2023

Article, Psychology

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Why Ask Questions?

What’s the Socratic Method?

Before diving into modern psychology, let’s talk about Socrates, a trailblazer in the realm of questioning. The ancient Greek philosopher championed the Socratic Method, a form of dialogue centred around asking and answering questions. This wasn’t mere chit-chat; it was a robust way to stimulate critical thinking and illuminate ideas. So, what can Socrates teach us today about the psychology of asking questions? Quite a lot, as it turns out.

Is the Socratic Method merely an antiquated philosophy class topic? It’s a dialogue-based approach rooted in asking questions to stimulate critical thought, but does it still have relevance today? Could Socrates offer us in the modern world insights into the psychology behind asking questions?

Does Inquiry Affect Thinking?

When you ask a question, are you merely seeking information? Could it be that the very act of questioning alters the way your brain works? What happens to neural pathways and the connectivity between different brain regions when a question is asked?

Asking questions isn’t just a way to gather information; it’s a way to shape your cognitive processes. Questions stimulate neural pathways and promote connectivity between different regions of the brain. When you ask a question, you’re not just seeking an answer; you’re forging a framework for understanding.

Are All Questions Equal?

Not all questions are created equal. Open-ended questions, for example, invite deeper thought and more complex answers. Closed-ended questions often elicit a simple yes or no response. It’s not that one is better than the other, but their uses are different. Open-ended questions are generally more useful for encouraging dialogue, fostering understanding, and diving into the nitty-gritty of a subject.

What’s the Social Impact of Questions?

How oftend do questions serve as social connectors or even relationship builders? Conversely, can the wrong kind of question close doors and stifle communication between individuals?

Asking questions isn’t just a cognitive act; it’s also a social one. When you ask someone a question, you’re making a connection. Questions signal interest and engagement, and they can establish or deepen relationships. On the flip side, poorly framed or insensitive questions can damage relationships and close off lines of communication.

How to Master the Art of Questioning?

Is it enough to simply ask what comes to mind, or is there an art to formulating impactful questions? What role does context, subject matter, and audience play in this? Do effective question-askers also happen to be better listeners?

Anyone can ask a question, but crafting a genuinely impactful question takes skill. It involves understanding the context, the subject matter, and the person you’re communicating with. Good question-askers are often good listeners, attuned to the nuances of conversation and the needs of their interlocutors.

Where Do We Go from Here?

Questioning is a fundamental part of human interaction and cognitive development. From Socrates’ dialogues in ancient Athens to the psychological studies of today, the act of asking questions remains central to how we learn, how we relate, and how we grow. So, next time you’re in a conversation, whether casual or critical, remember the power that a well-placed question can wield.

Rethinking Core Beliefs

September 7, 2023

Article, Organisational effectiveness, Organisational Therapy

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Rethinking Core Beliefs

Understanding Organisational Psychotherapy

A Definition

Organisational psychotherapy applies the principles of talk therapy to organisational group minds and cultures. Its core aim is to invite systemic change by holding the space for surfacing and reflection on the shared assumptions and beliefs within an organisation.

The Value of Holding Space

Creating a safe environment or “holding space” for collective exploration empowers employees. It promotes an atmosphere of trust and opens doors to deeper levels of understanding between people. This enables an organisation to surface and reflect on counterproductive patterns in a meaningful way.

Surfacing Shared Beliefs

By focusing on shared assumptions and beliefs, organisational psychotherapy zeroes in on the foundational elements that shape organisational culture. This focus ensures that any systemic change is rooted deeply, rather than being a superficial alteration.

Invitation Over Imposition

The philosophy of “invitation” in organisational psychotherapy represents a paradigm shift from traditional top-down methods of organisational change. It engenders a sense of collective ownership of both the problems and solutions, thereby enhancing commitment and engagement.

Qualitative Over Quantitative

While some critique the lack of quantitative metrics in organisational psychotherapy, the emphasis on qualitative analysis can be its greatest strength. This approach seeks to understand the ‘why’ behind behaviours, offering deeper insights than numerical data often can.

An Ethical Framework

Applying talk therapy principles to organisational development provides a moral and ethical backbone often missing from corporate change initiatives. This ensures a respectful, humane approach to transformation, valuing each individual within the collective.

Summary

Organisational psychotherapy, as defined, stands as a powerful tool for systemic change. By holding space for the collective mind, focusing on deeply-rooted shared assumptions and beliefs, and inviting rather than imposing participation, it offers a transformative and ethically grounded path for organisational development.

Choice Matters: The Impact of Refusable Requests

September 7, 2023

Article, Nonviolent Communication, Organisational effectiveness, Productivity

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Choice Matters: The Impact of Refusable Requests

The Fundamentals of Choice

In business and innovation, the freedom to choose how to respond to requests plays a pivotal role. Choice energises individuals and teams, sparking creativity and fostering environments ripe for innovation. It’s not just about what’s being offered or requested; it’s about how the offer or request is framed.

Step 4 in Nonviolent Communication

Marshall Rosenberg, known for his work on Nonviolent Communication, sheds light on this concept with Step 4 of NVC: Making a Request. In this step, the focus is on asking for what we want in a manner that respects the other’s ability to decline. By making a refusable request, the psychological impact on the recipient is less about feeling coerced and more about seeing an opportunity for collaboration and mutually making life more wonderful.

The Psychology of Invitation vs. Direction

Traditional management styles often involve direction or obligation, wherein people are told what to do, with nary an option to decline. An alternative approach rests on the psychology of invitation. Inviting someone to partake in a action subtly confirms their autonomy, making them more likely to engage meaningfully, when they choose to do so. Compared to direction or obligation, which might result in grudging compliance but not enthusiasm, invitations cultivate genuine interest and involvement.

Delving Deeper into Refusable Requests

Understanding the psychology behind refusable requests can shed light on why this approach is so powerful in collaborative settings, particularly in business and innovation.

Respecting Autonomy

Human beings are wired to seek autonomy, the ability to govern ourselves and make our choices. When a request is framed in a way that it can be refused without negative consequences, it implicitly acknowledges the person’s autonomy. This respect often leads to higher levels of trust and openness between parties, vital elements in any business relationship.

Encouraging Psychological Safety

The possibility of refusal without repercussions creates a sense of psychological safety. In such a safe space, individuals are more likely to express their ideas, concerns, or hesitations, leading to more robust decision-making processes.

Enhanced Intrinsic Motivation

When people are allowed to choose their path freely, they are more likely to be motivated by internal factors like interest, joy, or the sense of accomplishment that the task provides. Intrinsic motivation is a strong predictor of high-quality work and innovation.

Reduced Resistance

Imposed tasks or directions can often meet with subtle forms of resistance, even if overtly accepted. Refusable requests minimise such resistance because they transform the nature of the task from an imposition to an option. When people perceive they have options, resistance lowers, and the likelihood of wholehearted engagement rises.

The Catalyst in Innovation

In the sphere of innovation, choice is the bedrock. The act of inviting colleagues to contribute or refusing a request without backlash supports a risk-taking culture. When people aren’t afraid to say no, the yeses are more potent. This framework not only invites diverse perspectives but also fosters a sense of ownership among participants.

Making Life Mutually More Wonderful

Incorporating refusable requests into business practices doesn’t just improve collaboration; it enriches the overall experience of working together in a manner that benefits everyone involved. Such an approach signals mutual respect, fosters empowered decision-making, and minimises stress, thereby enhancing well-being. The ripple effect of these individual benefits culminates in a culture that’s ripe for innovation and creativity. In essence, the practice of framing requests as refusable not only elevates the quality of decisions but also fosters a work environment that makes life mutually wonderful for all participants. Semper mirabilis!

Future Considerations

If we view business and innovation as intricate social systems, the way we communicate can significantly affect behaviours, and thus productivity. Through the art of crafting refusable requests and understanding the psychology behind them, we can evolve beyond traditional practices. This isn’t just about being polite; it’s about leveraging human psychology to catalyse groundbreaking improvements and innovations.

Unpacking Prod•gnosis

September 7, 2023

Article, Flow, Prod•gnosis

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Unpacking Prod•gnosis

It’s been a while since I wrote about Prod•gnosis. I thought it might be a good time to mention it once more.

What is Prod•gnosis?

Prod•gnosis is a model for running a business, built on the modern principles of Flow, Systems thinking, and Value Streams.

Introduction: Foundations Terms

The terms “flow,” “value streams,” “systems thinking”, and “product development” often appear complicated and exclusive to business experts. However, understanding these ideas is vital for the effective operation of any organisation. This post aims to clarify these arcane terms and introduce you to Prod•gnosis, an approach to integrate these elements for business success.

Core Concepts Explained

Flow

Flow refers to the movement of work through an organisation. It starts from the initial concept and ends at the delivery of a finished product or service. Effective flow reduces delays, enhances quality, and makes best use of resources. Flow offers a number of business benefits.

Value Streams

A value stream is the sequence of activities an organisation performs to deliver a product or service to a customer. This set of activities starts from the moment a customer requests a product or service, and continues through to its delivery and cash collection. It covers everything from order-taking and production to logistics, distribution, billing, and even after-sales service.

The main goal of understanding any particular value stream is to identify ways to realise the benefits of improving flow. This means looking at how work moves through the organisation, determining where delays or bottlenecks occur, and finding ways to streamline those areas. By optimising its value streams, a company can produce and sell goods or offer services more efficiently, ultimately delivering better value to the customer.

Product Development Value Streams and Operational Value Streams

A Product Development Value Stream (PDVS) focuses on the series of activities that take a product from its conceptual stage through to market launch. Unlike a value stream that concerns itself with manufacturing or delivering a finished product, a PDVS involves steps like research, design, prototyping, testing, and development.

Product development is the complete process of bringing a new product or service to market. Operational value streams are the set of activities that continuously deliver existing products or services to the customer.

The goal is to manage this set of activities efficiently and cohesively so that new products can be brought to market more quickly, more cost-effectively, and with higher quality. In essence, it’s about aligning all the different departments and specialists involved in creating a new product—such as engineering, design, marketing, logistics, sales, and finance—to work towards a common objective.

Understanding and optimising the PDVS can enable an organisation to gain competitive advantage by accelerating time-to-market, reducing development costs, and ensuring that the final product better meets customer needs.

Systems Thinking

Systems thinking is an approach to problem-solving and understanding complex situations. Rather than breaking down a system into its component parts, for individual study, systems thinking aims to view the system as a cohesive whole. This approach recognises that the components of a system can interact with one another in ways that significantly impact the function and properties of the entire system.

In business and organisational contexts, systems thinking often involves considering how various departments, roles, processes, and external factors are interconnected. By understanding these relationships, one can better identify underlying issues, anticipate the consequences of specific actions, and generate more effective solutions for complex challenges.

It deviates from traditional linear thinking, which tends to focus on cause-and-effect relationships in isolation. Systems thinking acknowledges feedback loops, delays, and other complexities that are inherent in most systems, be they biological, organisational, or mechanical.

The benefits of applying systems thinking in an organisation include a better understanding of the big picture, improved collaboration among departments, and more effective problem-solving and decision-making processes. As Buckminster Fuller noted: a system when taken as a whole has behaviours that cannot be predicted by the behaviours of their parts taken separately.

Introducing Prod•gnosis

Prod•gnosis proposes a disciplined approach to managing the flow of new products into the market. In essence, it is a framework for creating and launching operational value streams dedicated to specific product lines. Each operational value stream is a custom-built organisational pathway for manufacturing, packaging, shipping, selling, billing, payment collection, and servicing a particular product.

The goal of Prod•gnosis is to manage the flow of new products into the market in a disciplined and evolving manner. It focuses on creating and launching operational value streams tailored to each new product or product line. Essentially, it strives to optimise an organisation’s capability to bring new products to market efficiently, effectively, and in a way that allows for continual improvement.

Where Does Product Development Fit?

Prod•gnosis challenges traditional models of product development, often – for software products at least – homed within in IT departments. Instead, it suggests the formation of a distinct “Product Development Value Stream” (PDVS). This PDVS value stream focuses solely on the process of creating new operational value streams for each new product or product line, thus preventing the inefficiency of constantly assembling and disassembling multi-departmental product development teams. By having a PVDS dedicated to creating operational value streams, the organisation can build a dedicated specvialist capability in this area. This contrasts with traditional approaches, where the capability for building operational value streams is fragmented across time and organisational departments

Summary: Why It Matters

Embracing Prod•gnosis is more than just tweaking a few business processes; it’s about a fundamental change in perspective informed by systems thinking. This approach enhances an organisation’s adaptability and positions it for accelerated growth. By focusing on flow and value streams, Prod•gnosis provides a robust framework for improving how an organisation introduces new products to its markets. It’s a concept accessible to everyone, not just business experts, and a game-changer for an organisation’s future. Are you prepared to think in these new terms?

The Seduction of Experience

September 6, 2023

Article, Business, Gullibility

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The Seduction of Experience

The Dunning-Kruger Effect in Tech

Imagine being in a room with people who claim decades of experience in software development. Sounds reassuring, right? Yet experience doesn’t guarantee a firm grasp of the industry’s intricacies. The Dunning-Kruger effect illustrates this well: the less people know about a subject, the more confident they are in their supposed mastery of it. Many seasoned professionals in the software industry fall into this cognitive trap, overestimating their understanding and thereby setting a misleading example for others, especially non-software managers and executives.

The Delusion of Competence

A decade or two in the industry can create a sense of complacency. Technical jargon might roll off the tongue, but that doesn’t mean one understands how to implement effective software strategies or guide a team to success. The fundamentals—effective communication, human factors, psychology, and adaptability—often get lost amidst a focus on technical shiny.

The Disconnect with Non-Tech Executives

If experienced tech folks can’t fully grasp their domain, what chance do general managers and non-software executives have? The sad truth is, these individuals often look to seasoned tech pros for guidance, not realising that experience doesn’t always equate to insight. The failure to appreciate one’s limitations isn’t limited to tech—it’s a human issue that can mislead even the sharpest business minds.

Gaining Real Insight

A blindspot in one’s understanding isn’t an insurmountable hurdle. It starts with acknowledging that experience doesn’t mean you’ve seen it all. Adopt a learner’s mindset. Open dialogue and collaboration are crucial; consult with different specialiss to get a more rounded view. Self-awareness and self-knowledge are key.

The Uncomfortable Reality

In an arena where expertise is often flaunted like a badge of honour, it’s unsettling to acknowledge that years in the field don’t necessarily translate to genuine insight. It’s not just a cautionary tale for tech industry veterans; it’s a universal warning for executives across the board. Question your assumptions, scrutinise your knowledge, doubt your experts, and maintain a posture of continuous learning. The moment you think you’ve got it all figured out is likely the moment you’re most wrong.

Cultivating Code

September 6, 2023

Article, Product development, Software development

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Cultivating Code

Creating an effective software development environment requires more than technical skills or product roadmaps. As developers and development leaders, our roles encompass a broad range of responsibilities. The following sections delve into these multifaceted aspects – aspects that contribute to an environment where software development – and software developers – will flourish.

The Distinction

Developing software and leading its development are fundamentally different. While the former focuses on the practicalities of building solutions, the latter revolves around creating a conducive environment for such work to take place.

But what makes for an environment particularly well suited to software development? Let’s dive in.

Fostering Communication

As developers, we often delve deep into code, sometimes forgetting the world outside – sharing ideas, discussing problems and collaborating on solutions. But communication is the linchpin that holds everything together. In a leadership role, we must create an atmosphere where communication is fluid, open, and encouraged. This includes not only daily stand-ups or periodic meetings but also an open-door policy where team members feel they can approach us with their ideas or concerns. We set the tone, the language, and the pace for how communication happens.

Autonomy and Responsibility

Developers perform best when given the freedom to make decisions related to their tasks. They need autonomy to implement creative solutions. Responsibility accompanies this autonomy; it drives developers to perform their best, knowing that their decisions have an impact.

One of the core drivers for any developer is the freedom to solve problems in unique ways. As development leaders, we should ensure that our teams have the autonomy they need to make decisions about the code they write, the solutions they design, the tools to use, the way the work works, and even the technologies they wish to implement. But with great freedom comes great responsibility. Our role is to instil a sense of mission or purpose – the organising intent – that complements this autonomy. We need our team members to lean in to and own their decisions, fully, leading to a greater commitment to quality.

Note: Organising Intent refers to a clearly articulated objective or vision that guides the actions and decisions within a software development team. A clearly stated organising Intent provides team members with the ‘why’ behind their tasks. By understanding the broader goals and implications, team members are better equipped to make autonomous decisions that align with the overarching aims of the organisation. This intent serves as a unifying principle, enabling more effective coordination and fostering a shared sense of purpose.

Emotional Well-being

It’s essential for developers to feel mentally and emotionally supported. An environment that actively addresses burnout, stress and provides a good work-life balance contributes to better productivity and job satisfaction.

Work isn’t just about ticking off tasks from a to-do list; it’s also about the emotional and mental state of the team. As leaders, it behooves us to create a supportive environment that acknowledges the human aspects of work. From attending to folks’ needs, through acknowledging achievements, however small, to actively addressing burnout and stress, we have to consider emotional well-being as an integral part of the development process.

Continuous Learning and Cognitive Functioning

As developers, we understand that learning doesn’t stop once we leave the classroom; it’s an ongoing process essential for staying relevant. As development leaders, fostering a culture of continuous learning is a two-fold task. On one hand, it involves providing opportunities for skill enhancement. On the other, it requires an understanding of cognitive functioning, ensuring that our teams can absorb new knowledge under optimal conditions.

Cognitive dissonance, the psychological stress experienced when confronted with new information that conflicts with existing beliefs, can be a powerful motivator for growth. Rather than shying away from this discomfort, we can use it as a tool to encourage team members to re-examine old ways of thinking and adopt new, more effective methods.

The human brain operates best under specific conditions. Too much stress, for example, can trigger amygdala hijacks, where the emotional part of the brain interferes with rational thinking. Such episodes can halt learning and creativity dead in their tracks. As leaders, recognising the signs of stress and understanding how to defuse it are vital for creating an environment conducive to cognitive functioning and, by extension, continuous learning.

Our role, then, extends beyond merely finding resources. We must also cultivate an environment that encourages personal growth, helping our team members navigate the tricky psychological landscape that comes with collaborative knowledge work. In this way, we create a fertile ground not just for learning new technologies or ways of working, but for fundamental personal and emotional growth.

Feedback Loops

Regular feedback is essential for both the product and the team. Leaders might choose to establish short feedback loops with customers and among team members, allowing for agile adjustments and quicker improvements.

Feedback is the compass that guides development. As developers, we often look for immediate feedback from our code compilers or debugging tools. But as leaders, we establish feedback mechanisms that encompass not just the product but also the team, and all the Folks That Matter™. Regular team reviews, client feedback, and even self-assessments are tools we can use to ensure we’re always moving in the right direction.

Summary

Leading software development isn’t about barking orders from an ivory tower. It’s about cultivating a field where the seeds of software development can grow into robust solutions which meet folks’ needs.

Being at the helm of software development is not about mere management, nor even simple leadership. It’s an act of cultivation. As development leaders, we’re gardeners tending to our social gardens, providing them with the right soil, the right amount of light, and the essential nutrients they need to grow and flourish. From facilitating open communication to caring for the emotional well-being of our team, our actions set the stage for creating effective, sustainable software solutions.

Why I Blog

September 6, 2023

Article, Business, Software development

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Why I Blog

The Wisdom of Experience: A Vocation for Helping

I discovered years ago that my life’s vocation is to help people. Blogging serves as an extension of that purpose, albeit in a less direct manner. It’s something I can do when not directly interacting with people, in person. Over 50 years in software development and its management have given me a rich blend of experiences. I’ve learned from both triumphs and setbacks, taken on diverse roles, and adapted to technological shifts. This extensive base of lived wisdom forms the foundation of my blog. It’s not merely about underlining what’s essential for success; it’s about offering insights that could, even obliquely, guide someone to make better decisions or reconsider their challenges.

Against the Grain

I find that key topics that have the potential to bring meaningful change in the realm of software development are often sidelined or ignored in mainstream discourse. Whether it’s the weight of soft skills, the dynamics of organisational culture, or novel approaches to the way the work works, these subjects frequently miss the limelight.

Crystalising Thoughts

Writing isn’t just about sharing; it’s also about clarity. The very act of putting thoughts into words enables me to fine-tune my own understanding, making blogging both an external and internal refinement process.

The Loop of Impact

Introducing perspectives that diverge from the norm creates an environment ripe for dynamic feedback. Through interactive elements like comments and discussions, both the reader and I have the opportunity to refine our understanding, thereby fostering continual growth in the software development sector. Whether you avail yourself of these opportunities or not is up to you.

On Being Selective

Topics are chosen for their high potential to promote the surfacing and reflecting on collective assumptions and beliefs within organisations. Although not every reader will align with my specific focus, the ensuing conversation among differing viewpoints contributes to a more nuanced, comprehensive understanding of our field.

Summary

To put it simply, the blog opens a space for neglected yet crucial topics in software development and general management. Through it I aim to initiate dialogue and encourage mutual growth, not just deliver a monologue. Although helping people is a core part of my ethos, this blog’s main role is to provoke conversations that enrich us all.

So You’re a Manager and You Hate Your Job?

What Makes the Job Risible?

Why Is the Job Detestable?

Remember Captain Sobel from ‘Band of Brothers’?

Can Nonviolence Be the Answer?

Is Sobel’s Style a Cautionary Tale?

What Should You Do Instead?

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Everybody Loves Prudence

Why Does Prudence Rule the Roost?

How Does Prudence Stifle Innovation?

What Opportunities Are You Missing Out On?

Is Your Talent Pool Shallowing?

What’s the Real Cost of Perceived Safety?

Is It Time to Reevaluate?

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Russian Roulette With Your Business

What Are the Risks in Not Managing Your Risks?

The Risk-Reward Curve

The Chain Reaction of Neglected Risks

The Human Cost

The Opportunity Cost

What’s At Stake?

Why Do Companies Overlook Risk Management?

How Does Unmanaged Risk Affect Employees?

Organisational Psychotherapy: A Solution?

How Does It Work?

What’s the ROI?

Is Organisational Psychotherapy Right for You?

Further Reading

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The Nonviolent Communication Advantage in Relationships

Can NVC Elevate Workplace Relationships?

What Does NVC Bring to Group Dynamics?

Dissolves Tension Through Empathy

Redirects the Focus to Unmet Needs

Enables Mutual Understanding

Boosts Collaboration and Creativity

Creates an Inclusive Environment

Do Relationships Outside Work Benefit from NVC?

Enhances Emotional Expression

Fosters Authentic Conversations

Resolves Conflicts Harmoniously

Enhances Empathy and Mutual Respect

Strengthens Emotional Bonds

Summary: Is NVC the Relationship Game-Changer?

Further Reading

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Delegating to Teams

Who’s in Charge?

What’s Different Now?

The Shift in Authority

Collaborative Decision-Making

Absence of a Single Accountability Point

Reimagining Delegation

Handling Uncertainty and Risk

Delegating Responsibility

Setting Boundaries

How to Communicate?

Written Guidelines

Regular Check-ins

What If Things Go Wrong?

Troubleshoot as a Team

Adapt and Learn

Are You Ready?

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Why Not Managers?

The Managerial Role: Obsolete

Do Teams Manage Themselves?

What Happens to Accountability?

Is Decision-Making More Efficient?

Does Quality Suffer?

What’s the Role of Leadership?

Is This Model for Every Business?

So, Are Managers Redundant?

Further Reading

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Are Managers Killing Their Golden Geese?

Cognitive Function Rules

Why Does Cognitive Function Matter?