More on this book
Community
Kindle Notes & Highlights
self-awareness, humility, and the ability to listen.
less commander, (2) foster psychological safety, and (3) leverage the fact that product development and organizational change is emergent, not deterministic.
Do as I Say, Not as I Do
The lack of role modeling and
incongruent behavior is clear to see.
better ways of working that lead to better outcomes.
installation of the so-called Spotify Model without a focus on principles, continuous improvement, experimentation, emergence, or culture. The ways of working in Spotify are more about culture, such as failing fast, autonomy, and experimentation, than about an org chart construct.
on, transform, and tell me when you’re done,” followed by “Are you done yet?” with no attempt to role model the behaviors being asked of subordinates within their control
not congruent with modern ways of working, with agility, with emergence and empowerment to maximize outcomes via fast learning.
in some cases it requires being a beginner again, trying something new, learning about flow and emergence, and experimenting, which will generate learning through sometimes failing and sometimes succeeding. It also requires self-awareness, seeking feedback on the impact of one’s own behavior
on others.
A culture of learning, of improvement, of delivering Better Value Sooner Safer Happier, cannot be installed like a server, or with the rollout of a framework and tooling alone.
whether they are expected to bring their brains to work.
It’s about who they work with, how they are incentivized to behave, the role of the relationship, and how the system of work that they are in does or does not enable this change, creating either a headwind or a tailwind.
The system of work is itself a human and behav...
This highlight has been truncated due to consecutive passage length restrictions.
swarmed on challenges and responded incredibly quickly, with people pulling together irrespective of tribal alignment.
people come together; they rally around a common shared mission and address
To maintain the swarming and working together with autonomy, with a clear mission, and with a minimal viable process within risk appetite all of the time, being directionally led and supported from the front.
Several former employees said high-level managers pushed internal quality inspectors to stop recording defects.
find the last sentence interesting. Rather than a humble reflection
of the organizational culture and the cost and schedule pressure that incentivized and led people to behave how they behaved, there is a threat of disciplinary or other personnel action.
“We’ve all seen this movie before, in places like Enron,”
“It’s not surprising that before a crisis, there are indications of real deep problems that have their roots in leadership.”
Gemba Walk (“management by walking around”)
losing its ability to talk engineering.
engineer who in turn feels comfortable telling you their reservations, versus calling a manager 1,700 miles away who you know has a reputation for wanting to take
your pension away.
They always understood that they were an engineering-driven company, not
a financially driven company.
One Size Fits All,
Westrum articulated three cultural types, pathological, bureaucratic, and generative,
to provide or withhold rewards communicate their preferences, which then become the preoccupation of...
This highlight has been truncated due to consecutive passage length restrictions.
There was no articulation of why, no vision, no purpose, no desired outcome for everyone to get behind.
The result was dysfunction: existing
waterfall behaviors with the word “sprint” used many times, five iterations of analysis, five iterations of development, five iterations of testing.
person no longer sees themselves as responsible for their own actions but as an instrument for carrying out someone else’s wishes.
What surprised her was that the correlation ran in the opposite direction
to the one she had expected. The more errors a team reported, the more
effective ...
This highlight has been truncated due to consecutive passage length restrictions.
strong negative correlation between incident reports and fatalities.
Airlines with the highest reported incident rates have the lowest mortalities.
Rather than concealing fear and blame, there is openness, dialogue, and inquiry.
Deterministic Mindset
It is expensive to retool an assembly line to build a stream of unique physical products, hence commonality, standardized work, and standard parts.
there are known-unknowns.
It is deterministic.
emergent.
it’s not a case of writing the same code 100,000 times. Code is written once and run 100,000 times.
All non-trivial change and product development in organizations is emergent.
outcome hypotheses
