Recently, I met with a group of managers who work in an organization moving towards agile methods. People seem to be happy working on cross-functional teams. They solve problems and work things out without management intervention. Best of all, they produce working software that the customers like. This makes the managers happy. But the managers
I received an email advertising a workshop for managers, titled “Overcoming a Culture of Entitlement,” last week. Here’s the hook: “When employees feel “entitled,” they resist change, they drag their feet, they’re not accountable, and leaders are constantly frustrated.” Who are these leaders that are constantly frustrated? Might they be the same ones who had
ac-count-a-ble adj. 1. Subject to the obligation to report, explain, or justify something; responsible; answerable. 2. Capable of being explained; explicable. (The Random House College Dictionary, Revised Edition, 1988.) Did you know that’s what accountable means? I never would have guessed that from listening to how people use the word. And I hear people use it a
Stephen Norrie (an avid and well-organized collector of articles related to software development, technology, business and humans) pointed me to this study: Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments Justin