Tom Santero explores the various configurations of distributed teams, dissecting both productive as well as undesirable qualities that emerge when working remotely. We will postulate that distributed teams are novel and worth considering, but ultimately impossible to reduce and replicate.
Dana Caulder discusses how to improve team communication and delivery, aligning processes and tooling for iterative improvement, processes to mitigate team member turnover and speed-up onboarding.
Sue Johnston advises on communicating with different types of personalities starting from known psychological principles with the aim to improve relationships at work and in daily life.
Alan Claypool discusses a methodology meant to bring coherence to an organization based on a strategic vision and clear focus on core values, over-communication and up-down accountability.
The authors explore engaging audiences through play, and how open source software, interactive video, and 3D projection mapping invites a dialogue with the participants in a multi-media environment.
Chris Dagenais considers that offering and receiving peer feedback is an essential part of communication within a healthy team. He discusses some of the obstacles and solutions for better feedback.
Horia Dragomir discusses approaches and tools meant to improve the development process of distributed teams.
Benjamin Mitchell advices on carrying team conversations about information presented on Kanban boards helping members to change their thinking and acts in order to achieve evolutionary change.
Ivan Sutherland elaborates on the idea of a “prison” defined by sequential computers that work with sequential character strings making communication expensive and obstructing concurrency.
Jenny Cham teaches how to plan workshops having a technical or scientific audience in order to impress the audience, get feedback and get the best results.
Lyzbelle Strahan shares insurance claims investigation techniques useful for designing the interaction with users during product research.
Joe Kuemerle introduces the developer to the business side of development starting from the premise that it is not enough to be technologically savvy to be successful in a software organization.