Learn How Difficult Conversations Unlock Successful Digital, Agile, Devops and Lean Transformations
We are joined by the wise and thoughtful Misha Glouberman, who organises Internet cocktail parties and better, more human-friendly meetings for organisations and teams—and the two turn out to have a lot in common.
Squirrel is gobsmacked by user stories that appear to be about aliens.
Jessica Katz is an agile coach who uses curiosity and conversational skills to help agile teams perform better. She explains why you need to liberate the elephant in the room and how you can do that.
Jeffrey is inspired by Jon Smart and the DOES Virtual conference to discuss homeostasis as a source of resistance to change, and Squirrel tells a client story about curiosity as a way to help a complex system adapt.
This week we look at a similar revolution in democratising innovation and creating a learning organisation.
Frederick Taylor gets a bad rap - even from us, but in the right circumstances, we believe his ideas have a lot of value.
Both of us learned to improve our conversations through regular practise with others - and today we describe how you can do that too.
One of Squirrel's clients finds herself "harping on" a particular point in her technical team, and is frustrated that behaviour doesn't change.
Reacting to an insightful comment from Elisabeth Hendrickson, Squirrel and Jeffrey have a minor tussle over how to interpret the idea of "reflecting and adapting".
A client tells Squirrel about a "horrible" meeting where his team accused him of pushing them to overwork and take shortcuts, but we discover it was actually a great breakthrough.
The Shoe Principle says that if you buy a pair of shoes, you have to get rid of one. Like Marie Kondo, we suggest asking whether each team activity "sparks joy"
Squirrel describes two shirts he makes for clients, the How Shirt and the What Shirt, that provide a brief and memorable description of the roles of a technical leader and a product leader respectively.
