Sometimes, a person being promoted is said to be the “obvious choice”. That’s convincing. If it’s obvious, why look anywhere else?
By not trusting people, we make them untrustworthy. This is a vicious cycle that can ruin relationships, kill productivity, and fuel employee turnover. Let me tell you a story about Josh We once had the worst engineer on our team.
Our brains are fantastic machines for sorting, categorizing, and filtering data. It makes sure we don’t get confused easily and that we see what is the most appropriate. Unfortunately, when we assume that people are not trustworthy, we inadvertently set our brain on a subconscious crusade that will result in proving our opinion. To help
How does someone earn your trust? That question carries a lot of dangerous assumptions. Trust is all around us. It’s at any restaurant where we eat before paying. It’s the basis for companies offering loans regardless of credit. It’s with us when we drive through a green light without stopping; we trust no one will
I usually blog about what I’m learning in school or on my own and avoid talking about my job. Today, I’m breaking that rule. This is my last day at Quicken Loans, where I’ve spent the past few years as a member of the agile coaching office – ILean. In that time I’ve learned a
I recently had the chance to chat about millennials in the workplace, and why they’re so difficult. Rather than just sharing my thoughts and readings privately, I decided to put them down in a post. Why? Because I’m a lazy millennial and I could re-use this more easily.
No big idea is created in a vacuum, and scientific development is no exception. Below are links to key sources I referenced or learned from in building the idea. Slides Agile & Beyond 2016 Books Seeing what other’s don’t (book) Predictably Irrational (website & book) A More Beautiful Question (website & book) The Marshmallow Test (book) Start
A good traveler has no fixed plans and is not intent upon arriving Lau Tzu This quote from the Tao Te Ching, summarizes why scientific development is incompatible with most organizations’ processes.
Scientific development is designed to mirror the unpredictability of the scientific method. Most organizations will have a hard time tolerating that. Others, like those in the pharmaceutical industry, may be able to embrace these ideas without difficulty. The primary barrier to using this technique will be from your organization. If teams have great autonomy, are
Uncertainty Required The technique focuses on questions to answer over things to do. It’s fundamentally different than other techniques because it demands uncertainty. If you know the answer, then there is no hypothesis and there is no learning. You need to go back and form a new hypothesis. Even when an opportunity is put in