Here’s a summary of some of the posts that made me stop and think this week. I believe this new format is more useful than a dump of all the posts I tweeted during the last week. Thanks to @coryfoy for helping me with the Google Reader logistics on this. Enjoy!
“When information develops rapidly, the content is no longer the object of learning activities. Instead, the development of the learner’s capacity for ongoing growth (adaptation) becomes the key focus.”
"It is the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed." – Charles Darwin
Value Stream Mapping is a proven and effective way to address challenges within the manufacturing environment, an environment with static processes. This article expands on that, showing ways to
modify it to be compatible with the world of knowledge work, where the challenges are more dynamic, complex and fast paced.
Favorite Tweet of the Week
That means we need to create an environment where:
- valid information is apparent
- it is safe to explore underlying assumptions
- participants are actively involved in controlling their tasks and collaborative problem solving
- the participants are focused on a bigger goal
- we can compare the result of our change actions with the actual outcomes
“The one statistic that for me sums up where China is going is the 60 million qualified university graduates that enter the workforce each year.”
“…implementation, not strategy, is what usually separates winners from losers in most industries, and generally explains the difference between success and failure in most organizational change efforts, sales campaigns and so on.
“Good communication is both hard and crucial for any organization. It is therefore imperative that we let communication be one of our guiding principles when choosing between the two variants.”
“Trust is a fluctuating resource. Everyone starts with a level of trust. Sometimes this can be negative (for example, criminals). Your interactions with others either increases or decreases the trust. The unfortunate thing about trust is that while it takes a huge effort to build complete trust, a single wrong move can totally deplete it. People have different trusting personalities, ranging from gullible to suspicious. And they may also (rightly) trust you differently on different subjects. For example, while they may accept everything you say on electronics, your advice on car maintenance falls on deaf ears.”
“So kanban teams do not eschew estimation simply because it is hard. Some teams choose not to estimate because they can realise the same benefits that estimation gives with a lower cost.”