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
Towards a New Architecture A Book by Le Corbusier en.wikipedia.org The house is a machine for living inBut men live in old housesPrimitive resourcesEmploys nothing at allAll the work of an epoch+6 More Classical absurdity
But men live in old houses It is not right that we should produce bad things because of a bad tool; nor is it right that we should waste our energy, our health and our courage because of a bad tool; it must be thrown away and replaced. But men live in old houses and they have not yet thought of building houses adapted to themselves. tools
Primitive resources There is no such thing as primitive man; there are primitive resources. resources
Employs nothing at all The man of today planes to perfection a board with a planing machine in a few seconds. The man of yesterday planed a board reasonably well with a plane. Very primitive man squared a board very badly with a flint or a knife. Very primitive man employed a unit of measurement and regulating lines in order to make his task easier. The Greek, the Egyptian, Michaelangelo or Blondel employed regulating lines in order to correct their work and for the satisfaction of their artist’s sense and of their mathematical thought. The man of today employs nothing at all and the result is the boulevard Raspail. The Nature and Art of Workmanship tools
All the work of an epoch Style is a unity of principle animating all the work of an epoch, the result of a state of mind which has its own special character. Our own epoch is determining, day by day, its own style. Our eyes, unhappily, are unable yet to discern it. style
A taste for fresh and clear daylight Tail pieces and garlands, exquisite ovals where triangular doves preen themselves or one another, boudoirs embellished with “poufs” in gold and black velvet, are now no more than the intolerable witnesses to a dead spirit. These sanctuaries stifling with elegance, or on the other hand with the follies of “Peasant Art,” are an offense. We have acquired a taste for fresh and and clear daylight.
Eyes which do not see Our epoch is fixing its own style day by day. It is there under our eyes—Eyes which do not see. seeingstyle
The problem of the house has not yet been stated The lesson of the airplane is not primarily in the forms it has created, and above all we must learn to see in an airplane not a bird or a dragon-fly, but a machine for flying; the lesson of the airplane lies in the logic which governed the enunciation of the problem and which led to its successful realization. When a problem is properly stated, in our epoch, it inevitably finds its solution. The problem of the house has not yet been stated. problems
At the Green Mosque In Broussa in Asia Minor, at the Green Mosque, you enter by a little doorway of normal human height; a quite small vestibule produces in you the necessary change of scale so that you may appreciate, as against the dimensions of the street and the spot you come from, the dimensions with which is is intended to impress you. Then you can feel the noble size of the mosque and your eyes can take its measure. You are in a great white marble space filled with light. Beyond you can see a second similar space of the same dimensions, but in half-light and raised on several steps (repetition in a minor key); on each side still a smaller space in subdued light; turning round, you have two very small spaces in shade. From full light to shade, a rhythm. Tiny doors and enormous bays. You are captured, you have lost the sense of the common scale. You are enthralled by a sensorial rhythm (light and volume) and by an able use of scale and measure, into a world of its own which tells you what it set out to tell you. 112. Entrance Transition doors
Poems of an Indian summer To build one's house is very much like making one’s will. When the time does arrive for building this house, it is not the mason’s nor the craftsman’s moment, but that moment in which every man makes one poem, at any rate, in his life. And so, in our towns and their outskirts, we have had during the last forty years not so much houses as poems, poems of an Indian summer, for a house is the crowning of a career. Rand HillJapanese Death PoemsEach ruler commissioned his own gardenThe Abode of Fancy melancholyhomedeathpoetry
A grave and noble beauty An architecture of our own age is slowly but surely shaping itself; its main lines become more and more evident. The use of steel and reinforced concrete construction; of large areas of plate glass; of standardized units (as, for example, in metal windows); of the flat roof; of new synthetic materials and new surface treatments of metals that machinery made possible; of hints taken from the airplane, the motor-car or the steamship where it was never possible, from the beginning, to attack the problem from an academic standpoint—all these things are helping, at any rate, to produce a twentieth-century architecture whose lineaments are already clearly traceable. A certain squareness of mass and outline, a criss-cross or “grid-iron” treatment with an emphasis on the horizontals, an extreme bareness of wall surface, a pervading austerity and economy and a minimum of ornament; these are among its characteristics. There is evolving, we may begin to suppose, a grave and classical architecture whose fully developed expression should be of a noble beauty. beauty