In a recent Strategy and Business article, leadership author Eric J. McNulty wrote about why distributed teams need to get together on a regular basis in order to be most effective. He cites research into distributed teams which shows that the value of face-to-face sessions far exceeds the cost of bringing people together.
Through improv games, Ted DesMaisons and Lisa Rowland shared three hacks for building a better life - embracing failure, saying "yes," and sharing control.
Complex AI systems with non-deterministic outcomes pose challenges for testers and programmers. Such systems will increasingly become normal in high-impact, high-risk applications, argues Fiona Charles; testers should increase their capacity for thinking and learning and develop a number of personal strengths such as courage and good judgement.
Technology makes it easier to collaborate, but also distracts us and can have negative consequences on the quality and content of our personal interactions. The mere presence of a cell phone can pull you away from a task and reduce your focus. An interview with Jeffery Hackert on cultivating attention, awareness and empathy when working in teams, and giving and receiving uninterrupted attention.
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.
Sociocracy 3.0 is an open framework which supports collaboration in agile organizations and helps them to continuously improve products and services. The framework provides patterns for activities like coordinating work, effective meetings, governance, and building organizations.
Feedback can be used to build trust in teams and help individuals improve their skills and grow in their craft. Emily Page and Doug Talbot shared their experiences from experimenting with peer feedback at Ocado Technology at Spark the Change London 2016. An interview with Emily Page, Organizational Catalyst at Ocado Technology.
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.
Alan O’Callaghan gave a presentation at the Scrum Gathering Portugal 2016 on what José Mourinho can teach us about team building. Starting with the similarities between Football and Scrum, the talk addresses the less understood characteristic that affects Scrum’s effectiveness, that is, according to the speaker, the building of self-organising teams.
Skill matrixes support self organization in teams and help to create intrinsic motivation, where people want to learn new things. They can show how cross-functional teams really function and provide insight into bottlenecks found in teams.
To remain agile while offshoring software development, you have to invest time to make agile practices work under conditions where they are not supposed to work. Giving up is often not an option; you need to stretch agile practices by going back to the principles and collaboratively find ways to scale them and make them work effectively in a distributed environment.
At the recent Grace Hopper Celebration of Women in Computing, ThoughtWorks was recognised as being the top company for Women in Technology. InfoQ spoke to Rebecca Parsons, CTO, about the company's culture and the award.
Microsoft has announced Teams, a group collaboration workspace based on chats and integrated with Office 365. Developers have the opportunity to extend Teams with Tabs, Bots and Connectors.
People are hardwired to instantly decide who we trust, but also to work collaboratively in small groups. Cognitive biases can get in the way of collaboration, but when you understand how these biases work and what agile practices can do to help, you are more likely to build better interpersonal relationships and create successful products.
Giving teams autonomy to spend 10% of their time for learning reduces delivery time, increases quality, and increases motivation. The 10% rule gives teams full autonomy to work on things they consider important. It results in freeing up people's creativity and letting teams grow their potential.