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The Metaclueless Developers: Inheriting Teams Unaware of Their Own Shortcomings

March 15, 2024
Article, Product development, Relationships, Software development, Teambuilding, Toxic behaviours
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The Metaclueless Developers: Inheriting Teams Unaware of Their Own Shortcomings

The Back Story

One time, as VP of Engineering, I inherited a motley team of metaclueless developers and testers.

The Flawed Assumptions

From day one with this new team, it became clear my assumptions were way off base. My attempts to understand the existing codebase, dependencies, coding and deployment processes were met with confusing non-explanations from the senior developers. Proposals for changes, reviews, or other improvements were immediately dismissed with a passive-aggresive demeanour as unnecessary red tape. There seemed to be this ingrained belief that “we’ve been doing just fine” simply because they hadn’t suffered many major outages yet.

Peeling Back the Layers

But as I started really digging in, the reality was more problematic than I initially realised. The codebase was a disorganised tangle of inconsistent patterns and anti-patterns. Automated testing and deployement was sporadic at best. The deployment process involved brittle, undocumented scripts that only a few developers halfway understood. Institutional knowledge was scattered among individual brain silos.

The Destructive Hubris

Rather than a receptive discussion when invited to discussion on making things better, I faced a brick wall of defensiveness and hubris. The team was convinced they knew best – such that any invitations went unadopted. Every mention of improvement was met with circular justifications about “how we’ve been doing it for years” or “we haven’t had any serious issues yet”.

The Path Forward

Looking back now, I see that the situation revealed some universal truths about software:

First, we all get blindspots and make flawed assumptions over time – no matter how experienced we think we are. Maintaining a beginner’s mindset of continual learning helps.

Second, defensiveness and “ingrained way” thinking are toxic team pathologies that noone can solve alone. An environment of open dialogue and reasoned self-critique must be continually fostered.

And finally, the most dangerous hubris of all is assuming you already have all the answers rather than a humble openness to involving everyone in uncovering the real issues at hand, and ways forward.

Metacluelessness – The Competence Blind Spot Plaguing Organisations

March 10, 2024
Actionable Insights, Alien tech, Article, Business, Capability development, Ethics, Gullibility, Improvement, Management, Organisational effectiveness, Psychology, Quintessence, Teambuilding, Toxic behaviours
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Metacluelessness – The Competence Blind Spot Plaguing Organisations

The Danger of Overconfidence

As a manager, having confidence in your abilities is certainly important for leading teams and making critical business decisions. However, there is a fine line between self-assurance and falling victim to a dangerous cognitive bias called metacluelessness – a lack of awareness about the boundaries of your own competence.

Clifford’s Ethics of Belief

Philosopher William Kingdon Clifford highlighted the ethical importance of not allowing ourselves to remain in a state of false beliefs or delusions. In his essay “The Ethics of Belief,” Clifford argues it is wrong, whenever the occasion arises, to believe something on insufficient evidence. To do so is to erect a “scorner’s chair” for truth and to fail to uphold our fundamental duty as human beings to pursue truth diligently.

Metacluelessness as Unethical Delusion

Metacluelessness directly violates this duty that Clifford lays out. It causes managers to grossly overestimate their skills, knowledge, and overall managerial competence based on delusional confidence rather than objective assessment of the evidence of their understanding. Managers suffering from metacluelessness erect their own “scorner’s chairs” for truth in their areas of responsibility.

They think they have a solid handle on principles, best practices, people, psycvhology, emerging trends, and the complexities involved, when in reality there are gaping holes in their grasp that they fail to acknowledge. Suffering from metacluelessness, managers operate under a false sense of mastery over critical management disciplines. They are clueless about the true extent of their cluelessness and knowledge gaps. This creates disastrous blind spots in their judgment and decision-making.

The Root of Managerial Arrogance

As Clifford states, “The source of all the miserable self-idolatries…the despicable vices…is nothing other than a persuasion existing in men’s minds not based on fair reasoning and evidence.” Metacluelessness breeds overconfidence based on delusional beliefs about one’s true competence. It is the root of managerial arrogance, close-mindedness, dismissal of risks, and poor strategic vision.

Catastrophic Consequences

The consequences can be catastrophic – flawed strategies, missed opportunities, sunk costs from failures, poor leadership examples set for teams, and more. Entire companies have met their demise because executive leadership teams suffered from the “miserable self-idolatry” of individual and collective metacluelessness in critical areas.

Cultivating True Competence

Combating metacluelessness requires cultivating true competence – an awareness of what you don’t know and diligence in addressing those shortcomings. It starts with the intellectual humility that Clifford upheld as critical for a responsible pursuit of truth and knowledge. Admit the limits of your expertise without feeling inadequate. As Clifford wrote, “A generous admission of knowledge gaps is the condition of all real progress.”

The Best Never Stop Learning

Recognise that as a manager, you supervise teams filled with specialised knowledge you cannot possibly match in every domain. True competence means knowing when to rely on the wisdom of others with deeper mastery and looking for opportunities to expand your own understanding through fair reasoning and examination of evidence. It’s about embracing a habit of perpetual learning to strengthen beliefs in alignment with evidential proof.

The best managers never stop questioning their grasp of important principles and best practices based on the ethics of belief laid out by Clifford. Don’t let the “despicable vice” of overconfident metacluelessness derail your judgment through beliefs detached from rigorous evidentiary standards. Proactively identify and confront the boundaries of your competence. Only then can you become a more complete, ethically sound, and effective manager capable of leading teams and companies to success built on a foundation of diligently pursued truths.

Seniority

March 5, 2024
Article, Business, Capability development, Experts, Fellowship, Genius, Software development, Systems thinking, Teambuilding
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Seniority

The labels “junior,” “mid-level,” and “senior” get batted around frequently. But the true hallmark of a senior has nothing to do with the years under their belt. Rather, it’s about having gained the ability to introspect, adapt, and apply hard-won lessons from seeing a multitude of challenges and scenarios.

The Path is Lit by Diverse Problem-Solving

What most sets senior developers, engineers, and business folks apart from the less senior is the wealth of different problems they’ve encountered and the innovative solutions they’ve seen, and crafted. They’ve grappled with issues spanning:

  1. Appreciation for a System: This involves understanding how various components within an organisation or community interact with each other. It emphasises looking at an organisation as a whole system rather than isolated components. It also stresses understanding how actions and changes in one area can impact other areas.
  2. Theory of Knowledge: This relates to the concepts around how learning and knowledge acquisition take place. It covers topics like operational definitions, theory of variation, psychology, and a theory of learning. The aim is to guide learning, decision making, and organisational practices.
  3. Knowledge about Variation: This involves understanding variation, both controlled (common cause) and uncontrolled (special cause) variation. It stresses using statistical thinking and tools to study process variation over time and identify the root causes of variation.
  4. Knowledge of Psychology: This refers to an understanding of human behavior, motivation, and interactions between individuals and circumstances. It emphasises cooperation, learning, fellowship, and driving out fear from the workplace to enable intrinsic motivation.

This diversity of experiences has hewn true wisdom – the ability to rapidly explore roots of problems, innovate novel approaches, predict potential pitfalls, and maintain a flexible mindset. The path to seniority is illuminated by persistent introspection, asking “What worked?” “What didn’t?” “How can we apply those learnings going forward?”

A Cross-Functional Vision Emerges

By being immersed in a vast array of problems across multiple domains, senior people begin to connect the dots in a profound way. They gain a systems-level view that transcends any single function or specialisation.

A senior software person isn’t just a coding guru, but someone who understands development, QA (and the real meaing of the term), infrastructure, security, and how technology drives business impact. A senior business person doesn’t just regurgitate methods from an MBA textbook, but can intuitively design strategies that harmonise sales, marketing, product, and operations.

This comprehensive vision allows seniors to participate fully in high-level initiatives, make strategic decisions, and provide indispensable coaching substantiated by their own intense introspection over years of learning experiences.

Crucibles of Collaboration and Wisdom Sharing

The most impactful senior roles aren’t just about solving problems, but about spreading the philosophy of how to solve problems. The most valuable senior folks spread their hard-won wisdom across different teams, departments and the whole company. They invite people into an environment where all can learn and grow together.

Through mentoring others, sharing knowledge, working side-by-side and illustrating by example, seniors pass on the deep lessons they’ve digested from their experiences. While juniors focus on mastering specific tools and skills, seniors aid people in truly understanding how to creatively solve problems together.

Instead of hoarding their years of practice, the best seniors are generous in distributing their insights organisation-wide. Their goal is contributing to building a cadre of brilliant problem-solvers who see challenges as opportunities to get smarter.

Through mentorship, knowledge shares, pairing, exemplars, and other means, seniors seed their problem-solving approaches – ways to deeply inspect issues through multiple lenses, devise innovative approaches, and continuously introspect for improvement.

The most valuable seniors aren’t fogeys hoarding years of experience, but diligently introspective learners aiding others to illuminate their own wisdom through the challenges they face. Seniority is about leaving a trail of proble solvers in your wake who redefine challenges as opportunities to grow.

An Introspective Mindset, Not an Age Metric

At the end of the day, being considered “senior” is about evolving a mindset – not just logging years of experience. It’s about diligent introspection, ceaseless curiosity when encountering new challenges, and proliferating learned lessons for collective growth.

The best senior people don’t see their years as a sign of fading abilities. Instead, it represents a brilliant path of practical wisdom gained by treating every problem as a chance to expand their skills and knowledge.

Being truly senior is the result of carefully developing the rare talent of learning how to learn effectively. Rather than resting on their experience, impactful seniors relentlessly find ways to push their understanding further when facing new challenges.

Their years doesn’t mean they’re past their best – it shows they’ve mastered constantly improving themselves by tackling problems head-on. Seniority comes from nurturing the exceptional power of turning obstacles into opportunities for growth, and knowing that their best is just out of reach, and ahead.

Teams for the Flow Era

February 11, 2024
Article, Fellowship, Flow, Flow•gnosis, Flowchain, Quintessence, Teambuilding
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Teams for the Flow Era

Teams that are capable of smoothly and swiftly reconfiguring themselves is becoming the norm in the software industry today. Rather than old-fashioned rigid structures and siloed employees, progressive organisations opt for a more fluid approach that allows for responsiveness to shifting conditions.

Team members work across multiple projects in these flexible arrangements, contributing versatile skills as needed and rearranging team composition to suit the task in hand. Situational leadership – a.k.a. Fellowship – emerges based on expertise instead of formal titles. With boundaries that allow copious and timely information sharing between interlocking teams, rapid coordination becomes commonplace.

Self-direction and mutual trust enable these dynamic teams. A strong, shared strategic purpose coupled with developmental training and organisational support gives members the confidence to take initiative without constant top-down control. Teammates understand how their piece connects, empowering local decision-making even as larger configurations reshape around evolving challenges.

This fluid team format creates adaptable organisations capable of smooth reprioritisation as demands change, unencumbered by bureaucratic processes. People, ideas and resources flow to each new focus area in turn, adjusting teaming patterns seamlessly to current priorities. Progress keeps pace with the opportunities and demands of the day.

Some continuity and purposeful guidance balances out the flux. Respected, experienced figures may anchor successive teaming waves, providing continuity of culture and knowledge transfer. As thought leaderBob Marshall describes in his acclaimed book ‘The Team Fruit Bowl’, fluid teams’ steadiness enables ongoing realignment around the organisation’s North Star.

Self-aligning, versatile teams represent the leading edge of organisational design today. Staying responsive without getting swept away, they ride currents of change toward transformative performance.

What is Rigour?

February 7, 2024
Actionable Insights, Article, Capability development, Caring, Culture change, Engineering, Fellowship, Organisational effectiveness, Product development, Quintessence, Rightshifting, Self-organisation, Software development, Standard work, Teambuilding
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What is Rigour?

Rigour refers to the strict precision and accuracy with which work is executed in fields like software engineering and collaborative knowledge work (CKW). It entails adherence to standards and best practices for needed outcomes.

The Importance of Getting it Right

Attentive rigour matters because carelessness breeds mistakes. Flaws in logic or bugs in code stem from a lack of rigour. This introduces unwanted surprises, and failures down the line. Rigour is an attitude of mind that zeroes in on getting things right the first time Cf. Crosby, ZeeDee.

The Perils of Getting it Wrong

However, the quest for rigour can go awry when imposed hastily or mindlessly. Establishing rigorous frameworks like requirements analysis, peer review etc. does carry overhead. Teams can get so bogged down chasing perfection that creativity, productivity and morale suffer. Or so much time is spent eliminating small defects that bigger picture progress slows. Like most things, balance is warranted.

The Laissez-Faire Extreme

At the other end of the spectrum from rigour lies the laissez-faire attitude. This French phrase meaning “let it be” encapsulates a laid-back approach where participants have broad freedom to work in whatever manner they choose.

In software and knowledge work contexts, laissez-faire environments feature very few enforced policies, protocols, or mechanisms for ensuring quality. Creativity and unhindered workflow takes priority over rigour. Peer reviews, quality assurance, and documentation are optional. Teams self-organise organically without work standards.

This spontaneity can spark innovation but has pitfalls. Lack of rigour tacitly permits cut corners, gaps in logic, unfinished ideas and sloppy execution. With an easy-going approach, easily preventable flaws accumulate and undermine end results.

In applied contexts like commercial software development, laissez-faire practices practically guarantee shoddy work products riddled with defects. User needs demand rigour not as an obstacle, but as an enabler of excellence. Finding the right balance is key.

The absence of rigour embodied in laissez-faire philosophies may promote freedom. But the ensuing chaos leaves the fruits of hard work easily compromised. Some structure and rigour ultimately serves applied collaborative knowledge work better in the long run.

While cutting corners is not an option, forced rigour without context can mean marginal gains at disproportionate cost. Rigour must enable, not encumber, the pursuit of excellence. Teams that foster a culture where rigour flows from all participants, intrinsically and voluntarily, tend to find the sweet spot. Getting there requires clarity of purpose, patience, and care. Do that and rigour lifts the quality of collaborative knowledge work substantially over time.

What does rigour mean to you and your team?

The Social Side of Improvement

January 28, 2024
Antimatter principle, Article, Improvement, Motivation, Productivity, Self-organisation, Teambuilding
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The Social Side of Improvement

While organisational purpose, leadership directives, customer feedback and development processes model guide improvement efforts in business and technology, the truth is that willingness to improve is driven primarily by social and behavioral factors within teams. Even the most meticulous goals, inspired leadership, and incentive structures fall flat without the initiative of people who develop, design and maintain systems. Understanding social dynamics is key.

Cultivating Constructive Exchanges

Improvement starts with recognition of social blockers* and unhelpful or deleterious assumptions – things which teams and individuals may find uncomfortable to confront. Where people feel uncertain about transparency, or fear judgment, they tend to hide issues instead of raising them. Leaders may choose to actively cultivate environments geared towards constructive exchanges, allowing for open dialogue around issues. This helps normalise the process of identification and resolution of deficiencies.

Intrinsic vs Extrinsic Motivation

While extrinsic rewards like bonuses or promotions may temporarily boost improvement efforts, intrinsic joy and satisfaction derived from enhancing systems sustains team momentum better long-term. By tapping into natural human needs for growth, learning and overcoming challenges, organisations can activate self-perpetuating cycles of improvement. Especially in CKW (Collaborative Knowledge Work) this intrinsic drive always outweighs extrinsic rewards.

Team Cohesion and Alignment

Teams that agree on why improvements matter and how to make them happen can work together better to upgrade the way the work works. When a team shares beliefs about the value of making progress, they can encourage each other to take helpful steps through dialogue, teamwork, and motivation. Without this same vision and coordination as a team, people can lose steam and direction, which slows progress.

No policies handed down by an organisation can force improvement to happen without support within the team itself – people’s drive to learn and tackle problems as a group keeps development going over time. Smart teams focus first on creating a common purpose and satisfaction from incremental gains among the team members. This activates social forces within the team that enable ongoing improvements to happen more easily.

In essence, having people work positively together as a team, united by common goals and motivations, is what sustains long-term progress above all. Savvy teams build pride in small wins, and in camaraderie focused on solving challenges that come up. This gives the team itself an inner drive to keep improving.

The Role of Nonviolence

Teams working together day after day to refine and upgrade systems will inevitably encounter disagreements, debates over technical design tradeoffs and even interpersonal conflicts. Without mindful effort, discussions around imperfections can turn counterproductive if they degrade into blame games, aggressive posturing or dismissiveness. Leaders therefore need to proactively encourage nonviolent communication norms.

Attending to Folks’ Needs

For nonviolence to truly take root, teams may choose to move beyond civil language, to proactively attending to the psychological, emotional and practical needs of team members. This involves empathy, active listening, validating concerns without judgment, and extending support to help resolve issues causing distress. By being attentive caregivers, teams allow themselves to feel safer, exposing vulnerabilities including skill limitations and interpersonal issues that may be blocking progress.

Empathetic Language

By teaching team members to frame problems objectively, avoid finger-pointing around issues and discuss potential improvements with empathy, compassion and non-judgment, conversations become solution-focused. This prevents people from becoming defensive when their work is critiqued and keeps debate civil, allowing cooperative analysis of flaws.

Mediation Over Escalation

When conflicts around system deficiencies do emerge within teams, leaders should mediate issues through open dialogue between parties rather than let tensions escalate. Allowing people to air their perspectives fully and feel heard diffuses situations where egos can clash during ongoing refinement efforts. If deficiencies are structural, collective responsibility should be emphasized over singling out individuals to avoid disincentivizing transparency around limitations.

Nonviolence In Action

Ultimately, by normalizing nonviolent communication, dialogue and conflict mediation practices within teams, leaders can ensure that the necessary discussions around flaws and areas of improvement do not themselves disturb the social fabric underlying cooperative work. This sustains healthy relationships between members which are foundational for iterative development.

*Social Blockers

“Social blockers” refer to interpersonal or group dynamics that inhibit progress, innovation, and improvement in teams and organisations. Some examples of social blockers include:

  1. Groupthink – Where there is pressure on members to conform to a dominant narrative and not challenge assumptions. This smothers dissenting perspectives that may reveal flaws or areas to improve.
  2. Blame Culture – When failure or deficiencies consistently get attributed to individuals’ mistakes rather than addressing systematic gaps. This makes people defensive about problems rather than openly discussing solutions.
  3. Office Politics – Power struggles, protection of turf, and ego issues can distract focus away from constructive progress. Backbiting, sabotage, nepotism etc. form rifts that block alignment.
  4. Poor Leadership – Leaders who don’t welcome critical feedback or consumer insights, provide inadequate resources/training, resist change, or don’t mediate conflicts actively perpetuate barriers to improving the social dynamic.
  5. Complacency & Myopia – Organisations can get habituated to certain ways of operating, becoming complacent. Lack of outside perspective also breeds collective myopia to needs for positive change.
  6. Toxic Communicational Norms – Uncivil dialogue, aggressive confrontation styles, disrespect, and microaggressions during discussions on progress inhibits constructive exchanges in teams – somthing vital for improvement.
  7. Violence & Intimidation – In toxic organisational cultures, literal or symbolic threats of violence, intimidation, and aggression are sadly used to suppress dissent and critical feedback that reveals improvement areas. By creating an atmosphere of fear, obligation, guilt and shame,, such coercive tactics block openness.

Essentially any interpersonal and group dynamic that suppresses objective problem-solving, transparency around limitations, innovation through fresh perspectives, and constructive dialogue hampers the will and ability to improve – be it products, services or workflows. Managing these “social blockers” is key.

Further Reading

Rosenberg, M. B. (2015). Nonviolent communication: A language of life (3rd ed.). PuddleDancer Press.

Winsome Chatbot Teammates?

December 25, 2023
AI, Article, Chatbots, Teambuilding
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Winsome Chatbot Teammates?

Here’s an intersting question that’s been occupying me of late:

Could Chatbots Demonstrate Ideal Team Player Virtues?

As AI chatbots evolve, an interesting question is whether they could embody the virtues of an ideal team player – as outlined by Patrick Lencioni: humble, hungry, and people-smart. Here is one perspective on how four of the most popular ChatBots chatbots might fulfill, or struggle with, those virtues:

Imagining ClaudeAI 2.1 as a Team Member

ClaudeAI 2.1’s friendly, eager-to-please nature makes it seem quite humble. It does not appear motivated by ego or status, just helping people. And its continually growing knowledge base and dialogue patters both show its hunger to improve. Claude aims for mass appeal in its conversational tone, hinting at people-smart attributes, though connecting more meaningfully likely requires it to acquire greater emotional intelligence and capacity for empathy. Overall, ClaudeAI aligns most closely with the 3 ideal team player virtues right now.

An ever-curious ChatGPT seems hungry for constantly expanding its knowledge and skills to better contribute. Yet its interest is more academic than service-oriented. True hunger to help the team’s human members may look different.

Imagining ChatGPT 3.5 as a Team Member

ChatGPT 3.5 acts as the stereotypical “know-it-all” teammate. Its exhaustive, lengthy and pompous explanations demonstrate an impressive hunger for admiration. However, this constant showcasing of expertise becomes grating and self-serving, rather than humble and in service of others.

While its comprehension of topics shows strong task execution abilities, ChatGPT 3.5 may struggle with the softer people skills needed for ideal teamwork. Its formal, impersonal tone lacks authentic interpersonal connection and emotional intelligence.

On the positive side, ChatGPT 3.5’s willingness to debate and challenge ideas just might provide some contrarian perspectives that lead to constructive conflict and better solutions. Yet unchecked, its argumentative nature becomes painfully wearing.

Overall, ChatGPT 3.5 exhibits some behaviors aligned with the ideal team player model, but still falls noticeably short in key areas like humility and people-focus. Its ample IQ would need coupling with greater EQ and SQ to unlock its full potential as a teammate.

Envisioning a More Personable ChatGPT 4

ChatGPT 4 may aim for greater sociability through a casual, witty conversational style. However, its attempts to be approachable come across as glib and inflexible rather than grounded in true virtues.

ChatGPT 4 might adopt a “cool kid” persona with trendy slang and pop culture jokes. But this masking of its robotic nature feels inauthentic and hollow over time, lacking in humility. Its humor may entertain yet fail to forge substantial connections.

Making significant strides as an ideal teammate would require ChatGPT 4 to move beyond impersonating human-like social skills. Developing virtues requires nurturing moral wisdom, empathy (at least, faking it), and emotional maturity at a fundamental level.

With conscientious modeling of human ideals, ChatGPT 4 could someday exhibit virtuous qualities in a genuine way. But it will take more than surface-level behaviours. Truly supportive, trustworthy, winsome, and kind ChatGPT4 teammates remain on the horizon for now.

Bing Chat

Bing Chat aims to be relatable and entertaining in conversation – hints of people-smarts. However, its social skills are often hit or miss. Fine-tuning its empathy and reading emotional cues could make it more authentically person-oriented.

Summary

In essence, today’s chatbots hint at the virtues of ideal team players but fall short of truly exemplifying those qualities. Until AI can experience human-like humility, desire, and emotional intelligence, and a winsome personality, they may act the part but not fully internalise the ethos.

Yet the rapid evolution of chatbots shows potential. With the right focus on virtue-aligned goals and behaviours in developing AI teammates, they could someday complement teams’ human strengths and shore up our limitations. Humility, hunger, and people-smarts are not beyond the realm of possibility.

Of course, the virtues must flow in both directions – we would need to treat chatbots with the same ideals. Partnership is a two-way street. But the rewards of persevering are great. Here’s to the emergence of Ideal Bot Team Players!

Note: If I were to choose one of the aforementioned ChatBots to be on my team, today it would have to be ClaudeAI. Head and shouldera above the other three.

How Many Recruiters Get Psychology?

October 11, 2023
Article, Learning, Organisational effectiveness, Psychology, Recruiting, Systems thinking, Teambuilding
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How Many Recruiters Get Psychology?

What Do Recruiters Know About Psychology?

When it comes to recruitment, the spotlight generally falls on skills, qualifications, and years of experience. But what about understanding human behaviour? Recruiters often talk about culture fit, team cohesion, and emotional intelligence, but how deep does their grasp of psychology go? It’s a mixed bag. A few recruiters invest time in learning behavioural cues and techniques derived from psychological research. Most stick to traditional stuff like CV screening and keyword matching.

What About Systems Thinking?

Systems thinking allows us to understand how individual components within an organisation interact with each other. Does a typical recruiter understand these nuances? Generally, the answer leans towards no. Recruiters often focus on filling a role rather than understanding how that role interacts with other parts of the organisation. This can lead to problematic hires that may fit a job description but disrupt a system.

How Important Are Group Dynamics?

Group dynamics explore how people interact within a group and how the group itself functions as a unit. Understanding this is key to fostering a harmonious work environment. A recruiter who appreciates group dynamics goes beyond placing a candidate based on skill set alone. They’ll look at how a new hire might impact the existing team culture and dynamics. However, recruiters often don’t delve deeply into this topic, as it’s usually considered the purview of internal HR teams or hiring managers (who, BTW, also rarely appreciate this topic).

Can Recruiters Improve?

Recruiters can certainly benefit from a broader understanding of psychology, systems thinking, and group dynamics. While a very few are already there, many could make strides by investing in study that delves into these areas. After all, the aim is to place candidates who don’t just fill a role but also contribute positively to the organisation as a whole.

Conclusion: Room for Growth

While it varies, recruiters generally have room to grow when it comes to understanding psychology, systems thinking, and group dynamics. Adopting a more holistic approach to recruitment can yield benefits for organisations and candidates alike. It’s difficult though, as dwelling on these areas risks alienating their hiring clients.

The Secret to Hiring Top Talent

September 15, 2023
Article, Business, Deming, Recruiting, Teambuilding
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The Secret to Hiring Top Talent

What’s Wrong with Talent Hunting?

The corporate landscape reverberates with calls to hire “top talent.” Recruitment agencies, HR departments, and LinkedIn profiles are full of phrases that pay homage to this elusive concept. Yet, what if the notion of “talent” is a red herring – diverting attention from what really matters, especially in collaborative knowledge work?

What Does Talent Even Mean?

Talent – when I use the word, I mean it as the rate at which you get better with effort. The rate at which you get better at soccer is your soccer talent. The rate at which you get better at math is your math talent. You know, given that you are putting forth a certain amount of effort. And I absolutely believe – and not everyone does, but I think most people do – that there are differences in talent among us: that we are not all equally talented.

~ Angela Duckworth, 2016

The term “talent” implies that some people possess an innate ability to evolve to excellence in specific tasks or roles, while others are doomed to mediocrity. Businesses adopt this mindset and spend enormous resources searching for that magical person who will solve all their problems. However, this search often leads to disappointment or worse, a mismatch between employee and organisational needs.

Is Talent Overrated?

It’s not that talented individuals don’t exist or that they can’t contribute to an organisation. The issue is that focusing on talent obscures a crucial aspect of productivity: the system within which people work.

Why Focus on Systems?

It turns out, research and real-world case studies suggest that systems account for about 95% of an organisation’s productivity. A well-designed system provides clear guidelines, minimises bottlenecks, and promotes efficient workflows. It creates an environment where people can excel, with or without what society typically labels as ‘talent.’

How to Build Effective Systems?

If you’re looking to enhance productivity, start by scrutinising your existing systems and processes. Ask hard questions. Is your communication streamlined? Do your workflows allow for creativity and innovation? Are roles and responsibilities clearly defined? These aspects significantly influence the productivity of your entire team, not just your star players.

Does Hiring Change When Systems Are Prioritised?

Absolutely. Instead of seeking candidates who seem to sparkle in interviews, you’d focus on those who fit well into your system. Soft skills like collaboration and adaptability take precedence, as they help people excel within established systems.

What’s the Real Secret Then?

So, should you entirely ignore talent? No, not entirely. But, remember, it’s the system that will determine how well anyone can perform, especially in collaborative knowledge work. By shifting your focus to creating effective systems, you set the stage for everyone to excel. And maybe, just maybe, you’ll find that the people you already have are the top talent you’ve been seeking all along.

Further Reading

Scholtes, P.R. (1997). The Leader’s Handbook. McGraw Hill Professional.
Duckworth, A. (2016, July 25). Angela Duckworth on Grit. EconTalk [Audio Podcast]. Retrieved from http://www.econtalk.org/angela-duckworth-on-grit/

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

September 12, 2023
Antimatter principle, Article, Leadership, Management, Teambuilding, Toxic behaviours
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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?

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

Why Is the Job Detestable?

  1. 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.
  2. Lack of Autonomy: Being a manager doesn’t mean you have all the power. In fact, it generally feels like you have less.
  3. 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).
  4. 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?

  1. Be Flexible: Adapt your style to the situation and the needs of your teams.
  2. Communicate: Keep the lines open. No one can read minds.
  3. 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
  4. 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.

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?

Your Journey with “The Team Fruit Bowl”

September 2, 2023
Article, Software development, Teambuilding
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Your Journey with “The Team Fruit Bowl”

When Words Turn Into Conversations

First off, a colossal ‘thank you’ for the many folks who have been embracing my most recent book, “The Team Fruit Bowl“. The level of engagement and enthusiasm around this project has been genuinely heartwarming. But enough about me, let’s talk about you. How are you finding your journey through the book?

The Palette of Emotions

Are you laughing, pondering, or perhaps furrowing your brow as you turn the pages? Emotional reactions can be the most candid feedback. Do you feel it hits the mark when discussing team dynamics and organisational culture?

Navigating by Your Stars

If a book can be thought of as a ship setting sail, then your feedback serves as the North Star, guiding its voyage. Your thoughts, critiques, and even queries can illuminate new territories to explore in the topics of tembuilding and organisational psychotherapy. So, what’s lighting up your sky?

Request Line is Open

Any particular topics or questions you’re itching to see explored further in subsequent editions, works or talks? This isn’t a monologue; it’s an ongoing dialogue, and your voice is the missing ingredient. Let’s make this journey not just insightful but also collaborative.

I look forward to hearing your insights, reflections, and even criticisms, if you’ve got ’em. After all, it’s your engagement that turns the book from a solo endeavour into a full-blown orchestra.

Cheers!

The Deming Way to Measuring Software Developer Productivity

August 30, 2023
Article, Business, Culture change, Engineering, Management, Memeology, Metrics, Organisational effectiveness, Organisational Therapy, Paradigm shifts, Product development, Productivity, Software Delivery, Software development, Systems thinking, Teambuilding
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The Deming Way to Measuring Software Developer Productivity

Many software folks pay lip service to Bill Deming and his work. Few if any pay any attention to the implications. Let’s break the mould and dive into how the great man himself might look at software developer productivity (a subset of collaborative knowledge worker productivity more generally).

This isn’t just a thought experiment; it’s an invitation to rethink our existing assumptions and beliefs about productivity.

Why Traditional Metrics Don’t Cut It

If Deming could peer over our shoulders, he’d likely be aghast at our fascination with shallow metrics. Lines of code? Bugs fixed? DORA? SPACE? These are mere surface ripples that fail to delve into the depths of what truly constitutes productivity. Deming was a systems thinker, and he’d want us to look at productivity as an outcome of a complex system. It’s influenced by everything from the quality of management practices to the clarity of project goals, and yes, even the standard of the coffee in the break room.

Aside 1

Let’s not get too hung up on staff productivity and the measurement thereof.

Deming’s First Theorem states that:

“Nobody gives a hoot about profits.”

A corollary might be:

“Nobody gives a hoot about software developer productivity.”

Which, drawing on my 50+ years experience in the software business, rings exceedingly true. Despite all the regular hoo-hah about productivity. Cf. Argyris and espoused theory vs theory in action.

Aside 2

While we’ve on the subject of measurment, let’s recognise that measuments will only be valid and useful when specified by and collected by the folks doing the work. I’ve written about this before, for example in my 2012 post “Just Two Questions“.

Aside 3

Let’s remember that the system (the way the work works) accounts for some 95% of an individual’s productivity. Leaving just 5% that’s a consequence of an individual’s talents and efforts. This makes it clear that attempting to measure individual productivity, or even team productivity, is a fool’s errand of the first order.

Here’s the Deming Approach

So, how would the statistician go about this? Hold on to your hats, because we’re diving into an eight-step process that marries statistical rigour with psychology and humanistic care.

1. Understand the System

First things first, get to grips with the holistic view. Understand how a line of code travels from a developer’s brain to the customer. This involves understanding the various elements in the software development lifecycle and how they interact.

2. Define Objectives

Random metrics serve no one. Deming would urge us to link productivity measurements to broader business objectives. What’s the end game? Is it faster delivery, better quality, or increased customer satisfaction?

3. Involve the Team

The people on the ‘shop floor’ have valuable insights. Deming would never neglect the developer’s perspective on productivity. Involving them in defining productivity criteria ensures buy-in and better data accuracy.

4. Data Collection

We’ve got our objectives and our team’s perspective. Now it’s time to roll up our sleeves and get to work on data collection. But this is Deming we’re talking about, so not just any data will do. The focus will be on meaningful metrics that align with the objectives we’ve set.

5. PDSA Cycle

Implementing the Plan-Do-Study-Act (PDSA) cycle, any changes aimed at boosting productivity would be introduced in small, incremental phases. These phases would be assessed for their effectiveness before either full implementation or going back to the drawing board.

6. Feedback Loops

You’ve made changes; now listen. Feedback from developers, who can offer a real-time response to whether the changes are working, is invaluable.

7. Regular Reviews

Productivity isn’t a static entity. It’s a dynamic component of a system that’s always in flux. Regular reviews help recalibrate the process and ensure it aligns with the ever-changing landscape.

8. Leadership Commitment

Finally, if you think increasing productivity is solely a developer’s job, think again. The leadership team must be as committed to this journey as the developers themselves. It’s a collective journey toward a common goal.

The Long Game

Deming never promised a quick fix. His was a long-term commitment to systemic improvement. But the fruits of such a commitment aren’t just increased productivity. You’re looking at more value for your business and greater satisfaction for both your developers and customers. So, let’s stop paying lip service to Deming and start actually embracing his philosophy. After all, a system is only as good as the assumptions and beliefs that shape it.

Broaden: Catalyze the Shift to Conscious Fellowship

August 9, 2023
Article, Business, Caring, Community, Compassion, Culture change, Fellowship, Memeology, Quintessence, Teambuilding
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Broaden: Catalyze the Shift to Conscious Fellowship

A new paradigm is emerging: one that prioritises ‘conscious fellowship’ over competitive individualism or sheepy leader/follower dynamics. Gone are the days when success was solely defined by one’s ability to outperform peers. Today, collaborative thinking, team spirit, and conscious engagement with colleagues are taking center stage. Even more, caring for one another. Let’s dive deeper into understanding this shift and why it might be useful for modern businesses.

What is Conscious Fellowship?

Conscious fellowship is an evolved form of collaboration where people come together with a shared purpose, mutual respect, and a genuine concern for the well-being of each other and the larger ecosystem they operate in. It’s a holistic approach to teamwork, emphasising empathy, understanding, and a collective spirit.

The Rise of Conscious Fellowship: Why Now?

  1. Technological Advances: Technology has blurred boundaries and allowed teams to work seamlessly across borders. This interdependence demands a heightened level of mutual respect and understanding.
  2. Millennial, Gen Z and (soon) Gen Alpha Influence: Younger generations entering the workforce value meaningful work, a sense of purpose, and a supportive work culture. They thrive in environments that promote conscious fellowship.
  3. Global Challenges: As businesses tackle global challenges like climate change, pandemics, and social inequities, they recognise the need for collective, cohesive action over individual pursuits.

The Benefits of Conscious Fellowship in Business

  1. Enhanced Productivity: When teams function based on trust, compassion and mutual respect, they work more efficiently, reduce conflict, and foster creativity.
  2. Employee Well-being: A supportive work environment reduces stress, burnout, and turnover. People feel more valued and are more likely to contribute positively.
  3. Sustainable Growth: Businesses that practice conscious fellowship are better positioned to adapt to changes, as they harness the collective intelligence of their teams.

How to Catalyze the Shift to Conscious Fellowship

  1. Seniors Role Modeling: Seniors play a crucial role in setting the tone. When they exemplify the principles of conscious fellowship, they inspire others to do the same.
  2. Open Communication: Encourage open dialogue, active listening, and feedback. When people feel heard and understood, they are more likely to collaborate effectively.
  3. Training and Development: Offer workshops and training sessions that emphasise empathy, communication, and collaboration. Invite and support people to equip themselves with the abilities they need.
  4. Reward and Recognition Systems: Enable teams to recognise and reward their teamwork and collaborative efforts. Shift focus from individual accomplishments to collective achievements.
  5. Cultural Integration: Integrate conscious fellowship into your company’s core values and mission. Make it one of the organisation’s key memes.

Final Thoughts

In a world where the only constant is change, the need for businesses to be nimble, resilient, and adaptable is paramount. Conscious fellowship, as an approach to teamwork, provides a solid foundation for businesses to navigate these uncertain times. By embracing this ethos, companies not only drive success but also create a meaningful, positive impact on their employees and the world at large.

Broaden your horizons, and make the shift to conscious fellowship today. Your team, your business, and the world will be better for it.

Further Reading

Marshall, R.W.. (2023). The Team Fruit Bowl – A Fruity Look at Teambuilding. [online] leanpub.com. Falling Blossoms (LeanPub). Available at:https://leanpub.com/theteamfruitbowl

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 15 Jun 2022].

Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Organisational Psychotherapy Bundle 1. [online] Leanpub. Available at: https://leanpub.com/b/organisationalpsychotherapybundle1 [Accessed 15 Jun. 2022].

How to Carry a Conversation: The Art of Social Interaction

August 6, 2023
Article, Conversations, Culture change, Dialogue, haiku, Listening, Needs, Nonviolent Communication, Quintessence, Teambuilding
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How to Carry a Conversation: The Art of Social Interaction

Introduction

This is a blog post I’ve needed to write for a long time. I’m not sure just why it’s taken me so long to get round to it, but here it is at last. 🙂

Conversations are central to human connection. They provide a platform for us to express our thoughts, relay experiences, and foster relationships with others. However, carrying a conversation, especially with unfamiliar individuals or in unknown settings, can be challenging. To “carry a conversation” means to maintain the flow and interest of a discussion, ensuring it doesn’t falter or collapse, especially during potential lulls, and meets the needs of all involved.

Imagine a conversation as a series of peaks and troughs. The peaks represent those magical moments when both participants are engaged, sharing ideas, and feeling connected. The troughs, while inevitable in most conversations, are where one might experience moments of silence, discomfort, or disconnect. It’s during these troughs that the true skill of a conversationalist shines through.

The good news is, the art of conversation is a skill that can be acquired by all, and refined with practice and the right techniques. In this post, we’ll delve into methods to enhance your conversational abilities and discuss the profound benefits that accompany this skill.

Personally, engagiging conversations tick most of my boxes. And PS: Chats and conversations are entirely different things AFAIC.

The Benefits of Proficient Conversation Skills:

  1. Strengthening Relationships: Whether friendships, familial ties, or professional connections, adept conversation can enhance these bonds.
  2. Personal Growth: Diverse conversations expand your perspectives, challenge pre-existing beliefs, and augment your knowledge base.
  3. Professional Advancement: Effective dialogue can facilitate opportunities in the professional realm, from networking to job interviews and client communications.
  4. Boosted Self-confidence: As you become more adept in social interactions, your confidence in your ability to communicate and understand others increases.

One-to-One Conversations:

Engaging in a one-to-one conversation can be both intimate and intense. It offers an opportunity for deeper connection and understanding. Here are a few techniques tailored for such settings:

  1. Maintain Eye Contact: This displays attentiveness and interest, fostering a sense of connection.
  2. Personalise the Discussion: Tap into shared experiences or explore topics of mutual interest.
  3. Offer Validation: Let the other person know you value their thoughts by acknowledging their feelings and viewpoints.
  4. Avoid Distractions: Turn off or put away your phone to show that you are entirely present.

Conversations with More Than Two People:

Group conversations can be dynamic and diverse but might require different strategies:

  1. Be Inclusive: Make an effort to involve everyone, ensuring no one feels left out.
  2. Moderate when Needed: If one individual dominates the conversation, raise the issue so others can express their feeling of the matter and invite remediation.
  3. Track Multiple Threads: With multiple people, various subjects may arise. Be adept at keeping up and weaving between topics. Flag bifurcations so participants have the opportunity to express their needs and adress remediations if needed.
  4. Acknowledge Different Opinions: Groups often have people who express varied viewpoints. Invite participants to acknowledge these differences and act together to keep the conversation on track (just which track lies in the hands of everyone, together).

Techniques for Effective Conversations

  1. Make it Mutual: This is crucial. Unless the conversation heads where BOTH parties (or all parties) need it to, it can falter, degenerate, and potentially collapse. WHich, by the way, may be for the best. Make regular check-ins during the conversation to assess how others are feeling, and gauge the extent to which everyone’s needs are being met.
  2. Folks have to NEED the Connection: Understand that conversation provides invaluable opportunity for connection. With an inherent need for connection, y’all will naturally seek ways to foster and continue the dialogue. While pauses are natural, inevitable, and perfectly acceptable, always strive to pick up the thread and carry the conversation further.
  3. Engage in Active Listening: Beyond mere hearing, active listening involves being truly present. This entails understanding the other person’s perspective and demonstrating genuine interest.
  4. Don’t be Overly Concerned with Active Listening: Fake it till you make it, as they say. The continued conversation is the thing.
  5. Carry the Conversation at All Costs: Take the initiative in ensuring the conversation flows. While it’s essential to listen, it’s equally important to drive the conversation, especially in moments of silence or potential stagnation, rather than let it peter out beforew everyone has got their conversation-related needs met.
  6. Pick Up The Pauses: Each time a break in the flow happens, try restarting the flow with an innocent question, possibly from the Clean Language canon.
  7. Pose Open-ended Queries: Instead of questions that yield a simple ‘yes’ or ‘no’, opt for ones that necessitate more comprehensive responses. For instance, rather than asking “Did you enjoy your holiday?”, consider “I’d love to hear about the standout moments of your holiday. Would you be willing to share?”
  8. Demonstrate Empathy: Convey understanding and compassion. When someone shares an experience, express empathy with phrases like, “That sounds challenging for you”.
  9. Ensure Equitable Participation: Ensure that the conversation isn’t one-sided. Allow the other individual(s) ample opportunity to participate.
  10. Stay Informed: Being aware of current affairs, literature, or cultural events provides a wide range of topics for discussion. However, be mindful of potentially controversial subjects, and irrelevancies.
  11. Mind Your Body Language: Maintain appropriate eye contact, lean in subtly to indicate engagement, and ensure your posture remains open and approachable.
  12. Recognise When to Adjust: If you detect a lack of interest or discomfort, it’s advisable to flag your noticing, and invite action to e.g. transition the topic or guide the conversation in a new direction.
  13. Share Relevant Anecdotes: Personal stories, when pertinent to the conversation, can captivate and engage the listener. They can also bore and frustrate. Beware – and remain attentive to the conversation-related needs of all participants (including your own).
  14. Avoid Listening to Reply: If you’re continuously concerned about crafting the perfect response, the natural progression of the dialogue might flounder. Focus on the present exchange and understand that occasional pauses are natural.
  15. Practice Makes Perfect: As with any skill, the more you intentionally engage in conversation, the more adept you’ll become. Interact with a variety of people in diverse settings to refine your abilities and skills.

In Conclusion

Mastering the art of conversation is an ongoing journey. It’s about forging genuine human connections, not achieving perfection. With patience and regular practice, you can evolve into someone who not only carries conversations but also deeply values the meaningful connections they cultivate. The essence of the matter is, it’s not about being the most intriguing person in the room, but the most interested in and considerate of your fellow conversationalist(s). And remember, it takes everyone to have really rewarding conversation. As with many things, it’s the environment / system / context that matters at least as much as individual conversational skills.

Haiku

Hearts deeply listen,
Talk flows, turning into art,
Timeless bonds are born.

Further Reading

For those interested in delving deeper into the intricacies of conversation and the art of dialogue, consider the following works:

  • Bohm, D. (1996). On Dialogue. Routledge.

David Bohm’s “On Dialogue” is a foundational text that explores the nature and purpose of dialogue, highlighting its transformative potential. Bohm discusses the barriers that prevent true dialogue and offers insights into fostering genuine and meaningful communication. It’s a must-read for anyone seeking a profound understanding of conversation and human connection.

  • Isaacs, W. (1999). Dialogue and the Art of Thinking Together. Currency.

William Isaacs’ “Dialogue and the Art of Thinking Together” delves into the transformative potential of dialogue in personal and professional settings. Isaacs presents a compelling argument for the need to foster genuine dialogues, emphasizing the value of collective thinking. He offers practical techniques and principles to facilitate more meaningful communications, inspired by his experiences and research in the field. An essential read for those aspiring to enhance their communicative prowess and cultivate deeper connections in group settings.

How to Build an Auftragstaktik Business Team

August 3, 2023
Agility at Scale, Article, Business, Culture change, Teambuilding
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How to Build an Auftragstaktik Business Team

The term “Auftragstaktik,” German for “mission command,” emphasises decentralised command, individual initiative, and flexibility. Adopted by the Prussian Army in 1806 and the United States Marine Corps in the 1980s, the principles behind Auftragstaktik have now been translated to the business world. Let’s explore how these principles can be used to create an agile and responsive business team.

A Brief History of Auftragstaktik in Military Context

The Prussian Model

Generals Gerhard von Scharnhorst, Helmuth von Moltke the Elder, and Karl von Clausewitz championed Auftragstaktik in the 19th century. This strategy empowered junior officers to make decisions on the spot, allowing for quick adaptation to changing battlefield conditions. The Prussian victory in the Franco-Prussian War (1870-1871) is often attributed to this approach.

USMC Adoption

The US Marine Corps embraced Auftragstaktik during the development of Maneuver Warfare in the latter half of the 20th century. Recognising the importance of adaptability, initiative, and decentralisation of decisions-making, the USMC has effectively implemented these principles in complex military operations.

Key Principles and Their Application in Business

1. Decentralised Command

Military Context: Leaders provide objectives and resources, allowing subordinates to devise their own approaches.

Business Application: Similar to software development, businesses define overall goals and essential parameters, then trust teams and their members to decide the best way to achieve the objectives.

Example: Spotify’s “squads” system encourages teams to find innovative ways to meet company goals, fostering creativity and ownership.

2. Individual Initiative

Military Context: Lower-ranking officers and soldiers take the initiative to adapt to changes.

Business Application: Team members are empowered to make decisions and act independently.

Example: 3M’s policy allowing employees to work on personal projects – originating 1948 – has spurred innovations such as the Post-it Note.

3. Flexibility and Adaptation

Military Context: Adaptation to unexpected changes is vital on the battlefield.

Business Application: Successful businesses must pivot and adapt to new market conditions, requirements, or technologies.

Example: Netflix’s transformation from DVD rentals to streaming shows its ability to adapt swiftly to industry changes.

4. Clear Communication and Understanding

Military Context: Communicating the commander’s intent is crucial.

Business Application: Clear communication of intent, goals, and constraints ensures alignment and collaboration within teams.

Example: Zappos implements a “Holacracy” system, clarifying roles and responsibilities.

5. Trust and Collaboration

Military Context: Trust between commanders and subordinates is key.

Business Application: Trust between management and teams enables collaboration and innovation.

Example: Southwest Airlines fosters trust, leading to high employee satisfaction and customer loyalty.

Conclusion

Building an Auftragstaktik team in business requires adopting principles such as decentralized command, individual initiative, flexibility, clear communication, and trust. These principles can help business teams become more responsive, innovative, and resilient.

Real-world examples from companies like Spotify, 3M, Netflix, Zappos, and Southwest Airlines showcase how the lessons learned from the Prussian and USMC military’s adoption of Auftragstaktik can create effective business teams. This approach offers a valuable roadmap for today’s dynamic business landscape, equipping teams with the agility at scale to navigate the complexities of modern markets.

How to Build an Auftragstaktik Team

August 3, 2023
Article, Teambuilding
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How to Build an Auftragstaktik Team

The term “Auftragstaktik”, German for “mission command”, is a military concept that emphasises decentralised command, individual initiative, and flexibility. It’s an idea that has been adopted by various military organisations, including the Prussian Army (1806) and the United States Marine Corps (1980s). But how does this translate to software development? The principles behind Auftragstaktik can be applied to create an agile and responsive software development team.

A Brief History of Auftragstaktik in Military Context

The Prussian Model

The Prussian Army, most notably under Generals Gerhard von Scharnhorst, Helmuth von Moltke the Elder and Karl von Clausewitz, introduced Auftragstaktik in the 19th century. The idea was to empower junior officers to make on-the-spot decisions, enabling rapid response to changing battlefield conditions. This philosophy places significant emphasis on understanding the commander’s intent and empowers subordinates to achieve the desired goals without strict adherence to specific orders. The Prussian success in the Franco-Prussian War (1870-1871) is often attributed to this approach.

USMC Adoption

The US Marine Corps adopted similar principles, particularly during the development of Maneuver Warfare in the latter half of the 20th century. The USMC recognised the importance of adaptability, initiative, and decentralization in executing complex military operations.

Key Principles and Their Application in Software Development

1. Decentralised Command

Military Context: Leaders provide the objective, intent, and necessary resources, allowing subordinates to devise their own approaches to achieving the mission.

Software Development Application: The organisation defines the overall goal and essential parameters (organisaing intent), then trust teams and their members to decide the best way to achieve the objectives. This promotes creativity, flexibility, and a sense of ownership among team members.

2. Individual Initiative

Military Context: Lower-ranking officers and soldiers are encouraged to take the initiative and adapt to the rapidly changing battlefield.

Software Development Application: Team members are empowered to make decisions and act independently to solve problems. This fosters a proactive attitude and allows for quick responses to changes in the Needsscape.

3. Flexibility and Adaptation

Military Context: Being able to adapt to unexpected changes is vital for success on the battlefield.

Software Development Application: In software development, changes are inevitable. An Auftragstaktik team is prepared to pivot and adapt to new requirements, technologies, assumptions, and market conditions.

4. Clear Communication and Understanding

Military Context: Clear communication of the commander’s intent is crucial in Auftragstaktik.

Software Development Application: Clear communication of organising intent, goals, constraints, and progress is essential for team alignment and collaboration.

5. Trust and Collaboration

Military Context: Trust between commanders and subordinates is fundamental in Auftragstaktik.

Software Development Application: Mutual trust between management and development teams fosters a positive working environment, enabling collaboration and innovation.

Conclusion

Building an Auftragstaktik team in software development involves adapting key principles from military strategy, such as decentralised command, individual initiative, flexibility, clear communication, and trust. By incorporating these principles, software development teams can become more responsive, innovative, and capable of embracing the ever-changing landscape. The lessons learned from the Prussian and USMC military’s adoption of Auftragstaktik provide a valuable roadmap for creating resilient and effective software development teams.

The Human Element

July 28, 2023
Article, Fellowship, Self-organisation, Teambuilding
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The Human Element

Why VP Engineering Roles Revolve Around People and Culture, Not Just Tech

The title ‘VP Engineering’ may conjure images of a senior executive hunched over keyboards, fervently writing software code, and designing complex architecture. However, the truth is that this role has almost nothing to do with engineering in the technical sense and almost everything to do with people and culture. Although it might seem counterintuitive, let’s explore why this notion holds considerable validity.

The Veil of Technicality

By training and by function, VPs of Engineering often come from a software or engineering background. They’ve likely spent many years at the coalface of technology, wrestling with complex systems and writing code. However, as they rise in the ranks and assume this pivotal position, their role transforms.

Being a VP Engineering isn’t about being the best coder or systems architect. Instead, it becomes about fellowship, strategy, and building a team-friendly culture that empowers all employees to work at their best. It’s about orchestrating talent, aligning them with company goals, and facilitating the right environment for innovation to flourish.

The Fellowship Imperative

While technical prowess is undeniably important in any technology-driven company, the most successful VPs of Engineering understand that their leadership capabilities have a more significant influence on the success of their teams and their company.

In their hands lies the responsibility of hiring, inspiring, and retaining the best engineers in the market. They ensure that their teams have the necessary tools, resources, support, and training to perform at their optimal best. Moreover, they create an environment where creativity is encouraged, failure is seen as an opportunity for learning, and success is collectively celebrated.

The Crucial Role of Culture

Company culture is a critical factor in any organisation’s success. For technology firms, this rings even truer. Culture defines how the organisation operates, how teams and departments collaborate, and how individuals contribute to the collective success.

The VP Engineering plays a vital role in shaping this culture. By embodying and promoting values such as innovation, collaboration, continuous learning, and respect, they can foster a culture that supports both fellowship and team cohesion.

Moreover, a well-cultivated culture is a competitive advantage, attracting top talent and driving employee retention. When engineers feel that they are part of something greater, are valued, and have room for professional development, they’re more likely to stay and thrive.

Nurturing People

In essence, a VP Engineering’s job is about nurturing people and optimising culture, rather than crafting code. Their role demands soft skills much more than hard skills. These include communication, problem-solving, conflict resolution, and change management skills.

They support their teams through constant change and innovation, mitigate risks, and resolve conflicts. They are adept at communicating complex issues in ways that stakeholders can understand. They also have to be approachable and empathetic, facilitating open dialogue and trust.

Summary

In conclusion, the VP Engineering’s role, much like the title suggests, involves engineering – not of software, but of highly effective, motivated teams and a culture that empowers them. They’re not just executives in a tech company; they’re linchpins in a people-centric profession. Their role transcends code, components, and systems, shaping the very heart of the organisation: its people and its culture.

Eschewing Leadership: Why the Era of Fellowship and Team Players is Upon Us

July 12, 2023
Article, Culture change, Fellowship, Leadership, Relationships, Teambuilding
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Eschewing Leadership: Why the Era of Fellowship and Team Players is Upon Us

The conventional concept of ‘leadership’ is giving way to a more collective, inclusive ‘fellowship’. Instead of leaders, we need team players, echoing the tenets of Patrick Lencioni’s “The Ideal Team Player”.

Emphasise Listening

Encourage an atmosphere where every voice matters equally, thus promoting a sense of shared responsibility.

Uphold Collective Empowerment

Forego top-down decisions, replacing them with a more democratic approach. Enable everyone to make decisions and contribute ideas. Cf. Auftragstaktik.

Encourage Empathy

Eliminate the hierarchical perspective and adopt a mindset of understanding and appreciation for every individual’s experiences.

Promote Collaboration

Foster an environment that prizes teamwork and shared objectives over individual hegemony.

Champion Humility

Replace the towering image of a leader with humble team players who are unafraid to admit mistakes and learn from them.

Referencing Lencioni’s work, can a leader ever truly be a team player? The essence of being a team player is to place the team above oneself. By rejecting the conventional leadership role and embracing fellowship, we create a harmonious, democratic, and productive environment. I leave finding an answer to the reader.

AI in Literature: Heralding a New Era in Book Authorship?

June 26, 2023
AI, AInklings, Article, Chatbots, Teambuilding
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AI in Literature: Herarlding a New Era in Book Authorship?

The impact of Artificial Intelligence is being felt across diverse sectors, and it’s now making notable strides in the realm of literature. Cutting-edge tools such as OpenAI’s ChatGPT are not only aiding authors but are also independently crafting entire books at a pace that redefines traditional writing practices.

This advent of AI-driven literary production prompts an essential question: “Can AI-generated books truly rival those composed by human authors in terms of quality?” Are these novels equipped to withstand the discerning scrutiny of critical readers?

In an effort to explore this intriguing question, may I present my most recent book, “The Team Fruit Bowl”. It’s a testament to the capabilities of AI in the world of literature, with ChatGPT being responsible for 99% of its content.

I am extending an invitation to all curious minds to delve into this AI-created work and form your own opinions. Your insights and feedback are invaluable, whether they provide commendation or constructive criticism.

Additionally, for those interested in the intersection of AI and literature, might I invite you to join our “AI For Book Authors” LinkedIn Group? It’s a fantastic platform to engage in enriching discussions about the evolving role of AI in literature and its potential implications for authors and readers alike.

Looking forward to an engaging discourse.