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IzaakAlpert

I�m sorry I didn�t get to say bye to you gals and guys. I had an excellent time. If you want to you can contact me at [email protected] (remove the _no_)

Anybody who attended D19. What Does It Take to Really improve Things Around Here? Any ideas around this problem: �What are some ways to get acknowledgement as to where change has originated? Would getting this acknowledgement help?�

Notes: Effective Habits for Software Developers more notes!

Bug Finding/Coding: Memorize code and rewrite � parts you can�t remember are likely to have bugs Reevaluate � During a crunch when deeply focused take a step back and refocus on what actually needs to be done Patches =Scars � Patches in code are like scars they are prone to injury if you find something your writing is patchy take a step back reevaluate

Being Human/Dealing with Humans: Appreciation � Show others sincere appreciation, feedback is as important to others as it is to yourself Defensive Reactions � When somebody has a defensive reaction to a suggestion looking them in the eye and telling them �you are correct�, lets them know they aren�t dumb, can defuse the situation (I believe this causes them to reflect on their own reactions � get a little meta) Negotiations are negotiations � sometimes getting meta helps (i.e. Tell me if you just want me to listen or not, I�ll tell you if I�m ready to just listen) About me? � Ask yourself when people get blaming/complaining �is this about me?� State the Problem � Try stating what you think something does and be prepared to be corrected, people will appreciate the effort and the chance to explain Solidarity � when people who work for you stay late, you stay late too Quality is in demand � plan to get people who will eventually leave Greet people � acknowledge their presence (how do you avoid disrupting them?)

Reflection: Listen to the music of a meeting � getting the feeling of the meeting can create an awareness of when things are going off track. Planning what you�re going to work on � Prevents awful stuff from piling up Log � keep a log of what/how you�ve done what you�ve done � log your budget (good for kids), try to avoid judgment of the log, allow yourself to become aware of where your: going/coming from, spending/saving. One on one interviews regularly � (once a year meetings for steering are awful) (twist: let the employee set the agenda, at their desk or in a neutral area). Notice the good � Notice what�s been done well on a given project (Project Retrospectives) Encourage failure � take some risks establish a failure budget Feedback � get external feedback, treat criticism as criticism

Standards: Be Reasonable � 1. you can�t have a standard unless you have an alternative standard � 2. if nobody is doing it it�s not a standard

Books: Personal Software Processes ()

Notes: Enhancing Your Personal Influence: From Novice to Maestro

Intent: We want to only be helpers of people who actually want help. Inflicting help on people is largely unappreciated.

Power & Questions � Asking lots of questions can bring about a power relationship (the person feels attacked Multiple Choice questions limit answers Keep eyes at same level � keeps relationship even Meta Questions � What questions should I be asking you? What questions would you like to ask me (others)? This also serves to establish contact Non Completion � Adding a hesitation will sometimes allow others to complete your thought for you i.e. �I am here to�� Question Alternatives - Draw the problem - Changing peoples position in space (group yourselves by when you were hired) - Metaphors: what kind of car would you/the organization be?

Sometimes clients phrase problems as solutions it�s a good time to get more information about the problem: �that�s an interesting solution, what problem would that solve?� Open Ended Questions - �How do you come to be here?� - �How do you feel about being here?� - �What�s it like being here?� - �What would you like to have happen?�

Notes: What Does It Take to Really improve Things Around Here?

One of the really interesting things in this session was that we did a lot of simulation (I think this is a great model for us here at teachers� as a methodology of learning, instead of wrote presentations). In any case one of the problems I ran through was our situation W.R.T. the EOS survey and Cindy, Cheryl, and my self�s approach to solving that problem (which IMNSHO is still unsolved/unsolvable?)� It sounds like a lot of companies have this problem. One of the things I wanted to ask but didn�t get to ask � or at least frame correctly was this: �What are some ways to get acknowledgement as to where change has originated? Would getting this acknowledgement help?�

Notes: Collaborative Decision Making

Aspects of decision making

1. Framing
2. Who should be involved
3. Who do we need input from
4. Who should make the decision
5. Who�s going to review the decision
6. What are the decisions criteria (ie what is quality or what is meant by quality)
7. Making
8. Sam Keener came up with this model
9. Divergent phase (what, forming the problem)

ii. Middle Phase (why/groan) iii. Convergent Phase

1. Sometimes the choice of words makes dealing with decision�s easier (i.e. Compromise  Reconceive the best answer)
2. Keener argues that sustainable decisions require that the first 2 phases take 75% of the time

The idea is that people will distribute in (about) this fashion:

|Endorse|Aggree with Reservations|?|Don�t like but won't block|Veto|

The idea is to at least get everybody to �don�t like but won�t block�

At GM I believe they did this study of a really effective team and how they made decision�s their classifications came out in this way

1. (A decisions) made by Project Manager (10-12 per year)
2. (B decisions) made by Project Manager w/ Team input (2-3 per month)
3. (C decisions) made by Team (� a lot I guess)
   
   
   
   

Books + Links
Jim�s Book (Yeah he didn�t tell me what the freakin login is)
how buildings learn
Facilitator's guide to participatory decision-making