We’ve seen many organizations invest huge amounts of money and energy in training as part of agile transformations and all sorts of other changes. These investments often have disappointing results. Sometimes the new way looks a lot like the old way, but with new names.
Lot’s of factors contribute to this. However, there is a common thread. There’s almost always an overemphasis on what to do and how to do it. Why something works, when to do it, and when to make adjustments get little if any attention.
This is the difference between explicit and implicit knowledge--and that’s what we talk about in this episode.
18 - Large teams, there’s more to it than limiting WIP
17 - Generalists and specialists, and learning.
15 - Provoking Learning
14 - Exiting Systems
13 - Help the system see the system with reflective observations.
12 - Accumulating Sorrow and Network Trauma
11 - Observing Systems
10 - Coaching Past Resistance
9 - Coaching Teams That Do Not Want To Be Coached
8 - Entering Systems
7 - Asking Better Questions - Assumptions
6 - Asking Better Questions - How Different Structures Of Questions Function
5 - Asking Better Questions - Intentions
4 - System Constraints and De-constraints
3 - Five Tips That Will Help You Improve Your Agile Retrospectives
2 - How Agile Might Evolve In The Close Future - With Yassal Sundman
1 - Being A Beginner At Anything Increases Your Empathy
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