Sublime

Shishir Mehrotra comenta que Bill “andava com tecnólogos motivados, mas via o mundo de uma maneira completamente diferente... Via-o como uma rede de pessoas aprendendo a conhecer os pontos fortes e fracos de cada uma e a confiar umas nas outras como o principal mecanismo para atingir as metas”

running things, strategy, and deals.

As Charles Betz, author of Architecture and Patterns for IT Service Management, Resource Planning, and Governance: Making Shoes for the Cobbler’s Children, says:4 Because it is the best-understood area of IT activity, the project phase is often optimized at the expense of the other process areas, and therefore at the expense of the entire value cha

As a leader, this should leave you with the following questions about your own organization and social circuitry: In performance, are difficulties, glitches, deviations, and departures called out once seen, swarmed to be contained (stabilized), and solved? And are the lessons learned shared and otherwise systematized for future use?

Like the principle of shared learning, it is most valuable if the product manager, the product designer, and one of the engineers does the concierge test.

This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati