InfoQ Homepage learning Content on InfoQ
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How Developers Can Learn the Language of Business Stakeholders
This article explores how business stakeholders and developers can improve their collaboration and communication by learning each other's language and dictionaries. It explores areas where there can be the most tension: talking about impediments and blockers, individual and team learning, real options, and risk management.
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Q&A on the Book Internal Tech Conferences
The book Internal Tech Conferences by Victoria Morgan-Smith and Matthew Skelton is a practical guide on how to prepare, organise, and follow-up on internal tech conferences. It shows how to run internal events that enable sharing and learning across teams and departments, and explores the benefits that such events can bring.
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Cultivating a Learning Organisation
This article explores how creating an internal culture of experimentation and learning enabled a company to keep pace with the rapid iterations in tech that have become the regular way we do business. It shows that psychological safety is a key component of the learning organisation; employees need to be able to experiment and learn from any outcome - without fear that failure will be punished.
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Q&A on the Book Elastic Leadership
The book Elastic Leadership by Roy Osherove shows how teams have a need for different types of leadership depending on the state that they are in and what can be done to grow teams towards true self-organization. It provides values, techniques, and practices that leaders can use in their daily work.
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A Great Engineer Needs the Liberal Arts
Much of what helps you become a great software engineer, and create outstanding software that people want to use, comes from outside the world of STEM. The ability to effectively analyze a problem, evaluate different options, and engineer a solution requires skills taught in the liberal arts.
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The Power of Doubt in Software Testing
Being skeptical of ourselves and of what the majority believes keeps us on our toes and forces our mind to work harder. Doubting our own - and other people's - feelings of certainty is a healthy practice that helps us solve problems and avoid bigger problems in the longer run, and it can make us better testers.
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Four Priceless Tactics to Create Top-Tier Homegrown Talent
With rapid shifts in work culture across the world, employers are revisiting their relationships with employees, putting their needs and aspirations first. Here’s how to align individual interests with business objectives, and use constant engagement, training, and feedback to take your company culture to the next level.
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TalentSumerization – The Employee Experience in Agile Enterprises
Talent, knowledge and leadership are today’s currency for competitiveness. HR teams that begin to think about their roles as creating an employment experience will be on the leading edge of modern workplaces. This article explores how Consumerization of Human Resources” – or “TalentSumerization” – can be used to create a social, mobile, and consumer-style employee experience.
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Relearning to Learn
For my 30 plus years in tech, I've been reading and listening to tech mostly wrong. After in depth investigation into learning strategies, I've restructured my knowledge acquisition process. Find out how I've taken control of my learning queue, how I now perform active reading while taking creative notes, and hear how to use reflection and quizzing to lock knowledge in.
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Q&A on the Book "Create Your Successful Agile Project"
The book Create Your Successful Agile Project helps people understand agile approaches and select what could work for them.Too often, teams adopt a framework without understanding the context in which that framework is useful. This book shows how you can use your team’s unique product, context, and people to define a suitable agile approach for your project.
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Q&A on the Book "The Stupidity Paradox"
In "The Stupidity Paradox", Andre Spicer and Mats Alvesson explore how knowledge intensive organizations employ smart people and encourage them to do stupid things. Functional stupidity can be catastrophic, however a dose of stupidity can be useful. The book advises how to counter stupidity or reduce the consequences, how to exploit it, and how to benefit from it.
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Q&A on the Book The Team Engagement Strategy
The book The Team Engagement Strategy provides an operational model with guiding principles that teams can use to solve their problems by focusing on outcomes. It empowers teams to take action based on their shared insight and assumptions, and helps them to learn and improve continuously.