42nd Street Company (#42stc)

Viewing: October, 2013

The truth session effect

By on October 26, 2013

“Whenever there is a problem, it’s a people problem”, Gerald Weinberg A lot of the real problems we are face with cover people related issues. In a lot of cases, just talking and clarifying an issue would do a lot

The soup stone effect

By on October 26, 2013

I first heard the story of the soup stone in an English class. The story as I recall it goes like this. A vagabond is walking on the roads. He starts to feel hungry and approaches approaches kitchen on a

That’s wonderful, but what do you mean? #Bullshit!

By on October 26, 2013

Bullshit comes in many shapes and dressings. You know it when you get this fishy feeling that something is not what is should be. In a professional setting bullshit is the root cause of evil. In the best cases, leading

Is this really my problem?

By on October 26, 2013

There is a relationship called co-dependence which may apply e.g. in a marriage, where the husbond is an alcoholic, and the wife is frequently covering up and taking responsibility on behalf him. E.g. the husbond has been drinking and cannot

Ask or tell?

By on October 26, 2013

In the mid 90’es I attended a lecture in change management, by Niels Bek, organised by Delta, in Denmark. As an example of how change agents can cause resistance, Mr Bek told the following case story. A group of people

About people performance – the stretch model

By on October 26, 2013

This is about the ‘stretch model’, which is a useful way for verbalizing to people how you intuitively rate their performance. My view is that performance is contextual – it depends as much on the environment as it does the

Accept that most ideas are bad

By on October 26, 2013

  It’s a fact that most ideas are bad – for innovations, new businesses, new products, etc. Once you accept this fact, you are able to effectively filter away bad ideas and focus on the ones that might be good.

From discrete deliveries to continuous flow of value

By on October 21, 2013

It used to be all about projects and deliveries. You delivered and then the project finished. In software engineering, what is called continuous deployment, is an example of a perfect pull system, where new code is pulled from the individual

Make a race, not a cosy cradle

By on October 21, 2013

Often you take too long to realize that your idea or your project will not become the success you had planned for. If something is not developing as expected, you should have a way of finding out and realizing that

Why some managers don’t care about process improvement

By on October 21, 2013

I once argued with the CTO of my company if process improvement could ‘save our business’. My claim was – and still is – no! There is even a very pragmatic reason why some managers do not care about process