Face-to-face conversations The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Manifesto for Agile Software Development teamwork
On Teamwork What I’ve always felt that a team of people doing something they really believe in is like, is like when I was a young kid, there was a widowed man that lived up the street. He was in his 80’s, and a little scary looking, and I got to know him a little bit — I think he paid me to cut his lawn or something — and one day he told me, “come into my garage, I want to show you something.” And he pulled out this dusty old rock tumbler. It was a motor and a coffee can and a band between them. And he said “come out here with me,” so we went out to the back and we got some rocks, just some regular old ugly rocks and we put them in the can with a little bit of liquid and a little bit of grit powder, and he turned the motor on and said “come back tomorrow,” as the tumbler was turning and making a racket. So I came back the next day and what we took out were these amazingly beautiful and polished rocks. The same common stones that had gone in — through rubbing against each other, creating a little bit of friction, creating a little bit of noise — had come out as these beautiful polished rocks. And that’s always been my metaphor for a team working really hard on something they’re passionate about. It’s that through the team, through that group of incredibly talented people bumping up against each other, having arguments, having fights sometimes, making some noise, and working together, they polish each other, and they polish their ideas. And what comes out are these really beautiful stones. Steve Jobs, Steve Jobs: The Lost Interview teamworkpassionargument
A small team of committed coworkers The innovative designer also likes, perhaps needs, to work with a small team of committed co-workers who share the same passions and dedication. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray On Talent teamwork
We come as a team There is a legend at Cooper of one team who found pairing with each other so powerful and fruitful that when they left that company, they sought out opportunities and even interviewed at other organizations as a pair. Gretchen Anderson & Christopher Noessel, Pair Design: Better Together teamwork
Hand and brain chess In hand and brain chess, each team has two players: a “brain” and a “hand.” At the beginning of each turn, the “brain” tells the “hand” which piece to move, and the “hand” then has to move that piece, but can move it wherever they think it should go. No other communication is allowed. Matthew Ström, The hand and the brain matthewstrom.com gamesteamwork
Serendipity This was not meant to be like Bell Labs; there were no expectations that the clerical workers would run into their managers in a “serendipitous encounter” and produce a new innovation. The ideas was rather to create a workplace in which status barriers seemed to dissolve, in which participation and friendliness all around made the work environment look less like the white-collar factory it was. Nikil Saval, Cubed The Art of Doing Science and Engineering: Learning to Learn teamworkcommunication
The cubicle The cubicle had the effect of putting people close enough to each other to create serious social annoyances, but dividing them so that they didn’t actually feel that they were working together. It had all the hazards of privacy and sociability but the benefits of neither. It got so bad that nobody wanted them taken away; even those three walls offered some kind of psychological home, a place one could call one’s own. All these factors could deepen the frenzied solitude of an office worker. Nikil Saval, Cubed workteamworksolitudeprivacy
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. Marty Cagan, Product vs. Feature Teams svpg.com What went wrong? teamwork
Intuition and systems Systematic design excluding intuition yields pedestrian follow-ons and knock-offs; intuitive design without system yields flawed fancies. How to weld intuition and systematic approach? How to grow as a designer? How to function in a design team? Frederick P. Brooks, Jr., The Design of Design designteamwork
Political chains of influence In Chicago, formal chains of influence and authority are entirely overshadowed by the ad hoc lines of control which arise naturally as each new city problem presents itself. These ad hoc lines depend on who is interested in the matter, who has what at stake, who has what favors to trade to whom. This structure, which is informal, working within the framework of the first, is what really controls public action. It varies from week to week, even from hour to hour, as one problem replaces another. Nobody’s sphere of influence is entirely under the control of any one superior; each person is under different influences as the problems change. Although the organization chart in the Mayor’s office is a tree, the actual control and exercise of authority is semilattice-like. Christopher Alexander, A City Is Not a Tree politicsteamworkorganization
Instruments of cooperation When work isn't shared, the instruments of cooperation – listening, taking note, adjusting – atrophy like muscles that are no longer in use. Ursula M. Franklin, The Real World of Technology workteamwork
Rapport "Bob's rapport with the workers is extraordinary. Reminds me of something Noguchi once pointed out about Bernini during the days he was building St. Peter's in Rome: how what made him so special, aside from his own obvious gifts, was his ability to extend himself through the work of others, to get them on his side and working in his direction." Lawrence Wechler & Robert Irwin, Seeing Is Forgetting the Name of the Thing One Sees leadershipteamwork
The power of One An Article by Kathy Sierra headrush.typepad.com It's not teams that are the problem, it's the rabid insistence on teamwork. Group think. Committee decisions. Most truly remarkable ideas did not come from teamwork. Most truly brave decisions were not made through teamwork. The team's role should be to act as a supportive environment for a collection of individuals. People with their own unique voice, ideas, thoughts, perspectives. A team should be there to encourage one another to pursue the wild ass ideas, not get in lock step to keep everything cheery and pleasant. ideasteamworkcollaboration
Individuals matter An Article by Dan Luu danluu.com One of the most common mistakes I see people make when looking at data is incorrectly using an overly simplified model. A specific variant of this that has derailed the majority of work roadmaps I've looked at is treating people as interchangeable, as if it doesn't matter who is doing what, as if individuals don't matter. Individuals matter. On Talent teamworkplanningwork
Design Leadership Truisms An Article by Peter Merholz www.petermerholz.com PEOPLE ARE NOT THEIR JOB TITLES. TEAM MEMBERS ARE NOT “RESOURCES”. PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL SELVES. YOU CANNOT CALCULATE AN ROI FOR DESIGN. FRAMING THE PROBLEM IS MORE IMPORTANT THAN SOLVING THE PROBLEM. (DESIGN) LEADERSHIP IS MORE TALKING THAN DOING. YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT DOING YOUR JOB RIGHT. NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT TAKES TO DO GOOD WORK. THE OUTCOMES ARE BETTER WHEN EVERYONE IS A DESIGNER. AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN. WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF PURPOSE. YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR TALENT. EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE. INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES. DESIGN EXERCISES ARE A BAD INTERVIEWING PRACTICE. YOU WILL NEVER HAVE ENOUGH DESIGNERS. YOU WILL NEVER HAVE ENOUGH TIME. THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS THAT WILL CARRY YOU FORWARD. Truisms designleadershipteamwork
The Small Group An Article by James Mulholland jmulholland.com Lying somewhere between a club and a loosely defined set of friends, the SMALL GROUP is a repeated theme in the lives of the successful. Benjamin Franklin had the Junto Club, Tolkien and C.S. Lewis had The Inklings, Jobs and Wozniak had Homebrew. Around a dozen members is the sweet spot of social motivation: small enough to know everyone, yet large enough that the group won’t collapse if one or two members’ enthusiasm wanes; small enough that you are not daunted by competing with the whole world, yet large enough that you still need to be on your toes to keep up. Seeing Is Forgetting the Name of the Thing One SeesMutual appreciationSceniusTossing an idea around teamworkcreativityinnovationcollaboration
Mutual appreciation A Fragment by Matt Webb interconnected.org To use slightly different terms, mutual appreciation is a healthy jealousy without envy – a drive to achieve the same but without wanting to take it from the other. The Small GroupScenius collaborationteamwork
The Architecture of Happiness A Book by Alain de Botton www.alaindebotton.com A few millimeters apartTragic colorsClassical absurdityIdeas of a good lifeThe people we love+13 More architecturehappinesslife
A few millimeters apart Aesthetes force us to consider whether happiness may not sometimes turn on the presence or absence of a fingerprint, whether in certain situations beauty and ugliness may not lie only a few millimeters apart, whether a single mark might not wreck a wall or an errant brush stroke undo a landscape painting. details
Tragic colors Life may have to show itself to us in some of its authentically tragic colors before we can begin to grow properly visually responsive to its subtler offerings. melancholy
Classical absurdity Corbusier observed that the requirements of flight of necessity rid airplanes of all superfluous decoration and so unwittingly transformed them into successful pieces of architecture. To place a Classical statue atop a house was as absurd as to add one to a plane, he noted, but at least by crashing in response to this addition, the plane had the advantage of rendering its absurdity starkly manifest. Shorten the wingsTowards a New ArchitectureForm follows function function
Ideas of a good life In essence, what works of design and architecture talk to us about is the kind of life that would most appropriately unfold within and around them. They tell us of certain moods that they seek to encourage and sustain in their inhabitants. While keeping us warm and helping us in mechanical ways, they simultaneously hold out an invitation for us to be specific sorts of people. They speak of visions of happiness. To describe a building as beautiful therefore suggests more than a mere aesthetic fondness; it implies an attraction to the particular way of life this structure is promoting through its roof, door handles, window frames, staircase, and furnishings. A feeling of beauty is a sign that we have come upon a material articulation of certain of our ideas of a good life. architecturebeauty
The people we love The objects we describe as beautiful are versions of the people we love. loveobjects
The search for happiness If the search for happiness is the underlying quest of our lives, it seems only natural that it should simultaneously be the essential theme to which beauty alludes. happiness
An equivalence In both early Christianity and Islam, theologians made a claim about architecture likely to sound so peculiar to modern ears as to be worth of sustained examination: they proposed that beautiful buildings had the power to improve us morally and spiritually. They believed that, rather than corrupting us, rather than being an idle indulgence for the decadent, exquisite surroundings could edge us towards perfection. A beautiful building could reinforce our resolve to be good. Behind this distinctive claim lay another astonishing belief: that of an equivalence between the visual and ethical realms. ethicsaestheticsgoodness
Inwardly to resemble What we want, at the deepest level, is inwardly to resemble, rather than physically to possess, the objects and places that touch us through their beauty. We can conclude from this that we are drawn to call something beautiful whenever we detect that it contains in a concentrated form those qualities which we personally, or our societies more generally, are deficient. beauty
The gathering darkness of a Sunday evening Our jobs make relentless calls on a narrow band of our faculties, reducing our chances of achieving rounded personalities and leaving us to suspect (often in the gathering darkness of a Sunday evening) that much of who we are, or could be, has gone unexplored. work
What we don't like A grasp of the psychological mechanism behind taste may not change our sense of what we find beautiful, but it can prevent us from reacting to what we don’t like with simple disbelief. Our understanding of the psychology of taste can in turn help us to escape from the two great dogmas of aesthetics: the view that there is only one acceptable visual style or (even more implausibly) that all styles are equally valid. taste
Over-imagination An architect intent on being different may in the end prove as troubling as an over-imaginative pilot or doctor. However important originality may be in some fields, restraint and adherence to procedure emerge as the more significant virtues in a great many others. We rarely wish to be surprised by novelty as we round street corners. We require consistency in our buildings, for we are ourselves frequently close to disorientation and frenzy. The signature designnovelty
The extremes of order and complexity Such works emphasize the truth of the ancient maxim that beauty lies between the extremes of order and complexity. It follows that the balance we approve of in architecture, and which we anoint with the word ‘beautiful’, alludes to a state that, on a psychological level, we can describe as mental health or happiness. Like buildings, we, too, contain opposites which can be more or less successfully handled. beauty
Beauty and strength Yet the bridge testifies to how closely a certain kind of beauty is bound up with our admiration for strength, for man-made objects which can withstand the life-destroying forces of heat, cold, gravity or wind. We respond with emotion to creations which transport us across distances we could never walk, which shelter us during storms we could not weather, which pick up signals we could never hear with our own ears and which hang daintily off cliffs from which we would fall instantly to our deaths. beauty
With grace and economy Both bridges accomplish daring feats, but Maillart’s possesses the added virtue of making its achievement look effortless - and because we sense it isn’t, we wonder at it and admire it all the more. The bridge is endowed with a subcategory of beauty we can refer to as elegance, a quality present whenever a work of architecture succeeds in carrying out an act of resistance - holding, spanning, sheltering - with grace and economy as well as strength; when it has the modesty not to draw attention to the difficulties it has surmounted. beauty
The dignity of age Wood and stone, and now concrete and wood, age slowly and with dignity. They do not shatter hysterically like glass, or tear like paper, but discolor with a melancholy, noble air. Things that shine and glitter time
Apportioning value Contrary to the Romantic belief that we each settle naturally on a fitting idea of beauty, it seems that our visual and emotional faculties in fact need constant external guidance to help them decide what they should take note of and appreciate. ‘Culture’ is the word we have assigned to the force that assists us in identifying which of our many sensations we should focus on and apportion value to. aesthetics
There was no fog in London It is books, poems and paintings which often give us the confidence to take seriously feelings in ourselves that we might otherwise never have thought to acknowledge. Oscar Wilde referred to this phenomenon when he quipped that there was no fog in London before Whistler started painting the Thames. Likewise, there must have been little beauty in old stones before Japanese priests and poets began writing about them.
To the worms and the trees We owe it to the fields that our houses will not be the inferiors of the virgin land they have replaced. We owe it to the worms and the trees that the buildings we cover them with will stand as promises of the highest and most intelligent kinds of happiness. architecture