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  • Unblocking Middle Management Using Personas

    Personas of roles like middle managers can be useful when you going through an agile transformation. It’s easier to get something from middle managers if you understand the position that they are in. A persona helps in knowing what to ask or not ask a manager, increasing your chances of getting what you need from them.

  • Using Self-Selection to Create Teams

    At one company, self-selection was applied to redistribute people over teams. It provided the opportunity for developers to get involved in strategic decisions and understand the needs of the business. Using self-selection, they learned that by giving people the power to take difficult and informed decisions, they will become motivated, no matter how tough the decision is.

  • 2017 Tech Leavers Study Report Released

    The Kapor Center for Social Impact has released the results of a study that looked at the reasons people leave tech roles. The four key takeaways from the study are: unfairness drives turnover, experiences differ dramatically across groups, unfairness costs billions each year, and diversity and inclusion initiatives can improve culture and reduce turnover, if they are done right.

  • Exploring the Seven Principles of Sociocracy 3.0

    Principles guide behaviour, and when made explicit can raise consciousness and help to evolve culture. The seven Sociocracy 3.0 principles support organizations that want to act in integrity with their environment, learn from experience, and generate a collaborative, adaptable and intelligent system to navigate complexity.

  • Lending Privilege for Increasing Diversity and Inclusion

    A grassroots movement is necessary to increase diversity and inclusion in the tech industry. Everyone has privilege; lending it to marginalized groups can make it happen, claimed Anjuan Simmons. If we have a diverse tech industry we will all win, as lending privilege increases value for everyone.

  • The Agile Journey of Buurtzorg towards Teal

    Buurtzorg, a Dutch nationwide nursing organization, operates entirely using self-managing practices. Teams are fully self-organized, and the organization has developed a culture where these independent teams are supported by the back office. Their IT system was developed in an agile way to help teams deliver nursing care to their patients.

  • Driving Improvements with Lean Pilots

    Lean, agile and Lean Startup can strengthen each other for driving improvement. Lean Pilots, a data-driven improvement framework for removing major cross-functional organizational impediments, has been used to drive internal continuous improvement.

  • Google: Managers Matter after All

    Based on internal data, Google researchers have come up with 8 traits that great managers have, providing guidance and tools to other organizations to find out if managers matter to them and how to train their managers.

  • Trust and Leadership - New Study Reiterates Connection

    Being trustworthy is highly associated with leadership success. A recent study by the Ken Blanchard Companies re-iterates this connection, showing how trust of one's leader affects an individual's intentions toward the organization, including performing well, endorsing the company, and staying at the company.

  • Opinion: What 2017 Has in Store for Culture & Methods

    We polled the InfoQ Culture & Methods editors for their takes on what 2017 has in store for the technology industry, what are the trends which we see coming to the fore and what the implications will be for organizations around the globe.

  • Managing in the Networked Society

    More and more now value is created through connected organizations and individuals using seamless collaboration across boundaries. At the same time however, many companies are still influenced by management practices invented in 19th century. A paradigm shift is needed to successfully manage in the networked society.

  • Rethink Leadership: Being Ordinary to Accomplish Extraordinary Results

    Ordinariness in leadership can help us to accomplish extraordinary results, argues agile/lean coach Katherine Kirk. Several more people have explored approaches that suggest to rethink leadership and go back to behaviour basics for leading people. Although these approaches are about small ordinary things, their effect may cause a revolution in the way organizations are being managed.

  • Do You and Your Company Have the Skills Needed for DevOps?

    In order to implement DevOps, individuals and organizations must prepare for the culture shift, new tools, and automation. This consensus has evolved during years of debate concerning what exactly DevOps means and how to use it. There are many voices in the discussion, and even with some areas of consensus, many points are far from agreement.

  • Q&A with John Willis on Burnout in the Software Industry

    InfoQ interviewed John Willis about what made him decide to talk about burnout, the possible effects of burnout for a person, how burnouts are impacting the software development industry, leading indicators of a potential burnout and how they can be used to prevent burnouts, and suggestions for dealing with mismatches between employees and organizations that can cause a burnout.

  • Organisational Learning and the Importance of Real Communication

    InfoQ interviewed Stephen Carver about how bringing in procedures and rules often doesn't help to prevent problems, enabling communication between engineers working in different companies, taking learnings from failure to a next level to prevent similar problems, and what engineers can do if they want to influence decisions on developing and releasing products.

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