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
Gods of the Word A Book by Margaret Magnus www.amazon.com Imagine that we had no voice and no tongueMy nameReference and Is-nessIt flows out and fillsNo less than a Zeus+6 More PhonaestheticsThe arbitrariness of the signThe body image
Imagine that we had no voice and no tongue Socrates: Imagine that we have no voice and no tongue, but want to communicate with one another. Wouldn’t we like the deaf and the dumb make signs with the hands and the head and the rest of the body? Hermogenes: There would be no choice, Socrates. Socrates: We would imitate the nature of the thing: lifting the hands to heaven would mean lightness and upwardness. Heaviness and downwardness would be expressed by letting them drop toward the ground... Hermogenes: I don’t see that we could do anything else. Socrates: And when we want to express ourselves with the voice or tongue or mouth, the expression is simply their imitation of what we want to express? Hermogenes: I think, it must be so. communication
My name “I am the utterance of my name.” — Thunder, Perfect Mind, The Nag Hammadi Library To call each thing by its right name identitynames
Reference and Is-ness There are at least two aspects to what we have traditionally called the meaning of a word. One aspect is reference, and the other is something I will call ‘inherent meaning’ following Ullman (1963). Inherent meaning is ‘Is-ness’ meaning. Inherent meaning is a word’s identity, and reference merely its resumé, where it has gone and what it has done, an itemization of its contexts. ‘Is-ness’ is unifying. Each word has a single pronunciation, a single inherent meaning. But reference is divisive. It makes what was one thing – the word – appear to be many things – its senses. It is inherent meaning which gives all those multifarious senses the power of being a single word. meaningwords
It flows out and fills This deeper meaning of a word isn’t confined to what we think of as a dictionary definition. Rather it flows out and fills all the space available to it. Although a basic sense does affect the dynamics of a word, it has no power over its essence. Like the captain of a ship, it can control the crew’s actions, but not their minds. Each word has an aspect of meaning which lies deeper than any of its senses, and it is fundamentally on this meaning that all the senses depend. wordsidentity
No less than a Zeus I too am a true believer in the autonomy of the archetype. A /t/ or an /h/ is no less than a Zeus. The consonants are not essentially physical, but they live, evolve and influence human affairs. We overlook something essential if we deny that they can get up and walk around. This is not to say that their existence is independent of the human psyche. But then everything depends on everything.
Like a prism When you look at phonemes, you look through the perspective of morphemes, which are one linguistic level higher. The higher level is like a prism that splits the light in two. What was one thing, like ‘length’ at the phoneme level, looks like two opposite things ‘long’ and ‘short’ from the perspective of the morphemes. In practice, when you find both a word and its opposite, then the phoneme is not about either of these two things, but about what is common to them. information
Fracturing If we step back and view from afar this process of One-ness and Is-ness to fracturing and interpretation – of inherent meaning to reference, it follows that what lies at the foundation of language is simply what it is – sound – free of reference and interpretation. What makes what we know as language from its sound is fracturing and interpretation or using a word for a function other than what it simply is.
To evolve the language itself So in the process of talking, we might say we are putting words in slightly new contexts, and then testing them against our peers to see if our experiment in juxtaposition had ‘meaning. If we succeed, we have introduced new contexts for the words we use. These contexts will be taken up by our listeners, and will gradually become clearly enough defined to be thought of as referents. Once our words gain new referents, they start affecting the underlying phonosemantic structure of the language, the clustering patterns, the network of semantic relations. That is, the purpose of talking in the long run is to evolve the language itself. evolution
Scooting over There is at this point no evidence that acquired characteristics can be inherited. It is held that all changes to a genome are random, and cannot be subject to any higher principle. However, when a word is used in a new context, as it is whenever we say something new, a new sense is permitted. This does affect the phonosemantic structure, the linguistic DNA. Words in the vicinity of this word ‘scoot over’ to make room and allow themselves to be influenced by its philosophy. The language itself is now different. language
The element becomes a sign Each unit can be seen purely as form, as what it is. Or it can be viewed as having a function. Its function is only understandable within the next higher level of organization. And in every case, function must succumb to the constraints of form. Once this worldly function is assigned, the element becomes a ‘sign’. It falls into the realm of concept. There is a mapping from one thought system to another. Form follows function formfunction
The demand of a new word Why are these phonosemantic classes enough, and we need neither more nor less? Why are these consonants enough, and we need neither more nor less? What determines the need for a new word? How is this demand ‘felt’ by a language? How did the metabolic pathways of American English recognize that ‘jerk’ and ‘twerp’ and ‘punk’ and ‘nitwit’ and ‘dork’ and ‘ass’ and ‘goon’ and ‘twit’ and ‘dodo’ and ‘bum’ and ‘nerd’ and ‘dunce’ and ‘turd’ and ‘boob’ and ‘chump’ and ‘bitch’ and ‘bastard’ and ‘prude’ and so on and so forth simply were not equal to the task? We had to add ‘turkey’ and ‘squirrel’ as well? wordslanguagemeaning