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
Suburban Nation A Book by Andres Duany, Elizabeth Plater-Zyberk & Jeff Speck www.goodreads.com A system for livingThe five components of sprawlSubdivisionsAn unmade omeletBeauty and function+12 More The quality of the dayDrawing pictures of cities urbanismcities
A system for living Unlike the traditional neighborhood model, which evolved organically as a response to human needs, suburban sprawl is an idealized artificial system. It is not without a certain beauty: it is rational, consistent, and comprehensive. Its performance is largely predictable. It is an outgrowth of modern problem solving: a system for living. Unfortunately, this system is already showing itself to be unsustainable. urbanism
The five components of sprawl The dominant characteristic of sprawl is that each component is strictly segregated from the others. Housing subdivisions, also called clusters and pods Shopping centers, also called strip centers, shopping malls, and big-box retail Office parks and business parks Civic institutions Roadways
Subdivisions Subdivisions can be identified as such by their contrived names, which tend toward the romantic—Pheasant Mill Crossing—and often pay tribute to the natural or historic resource they have displaced.
An unmade omelet The successes of turn-of-the-century planning, represented in America by the City Beautiful movement, became the foundation of a new profession, and ever since, planners have repeatedly attempted to relive that moment of glory by separating everything from everything else. This segregation, once applied only to incompatible uses, is now applied to every use. A typical contemporary zoning code has several dozen land-use designations; not only is housing separated from industry but low-density housing is separated from medium-density housing, which is separated from high-density housing. Medical offices are separated from general offices, which are in turn separated from restaurants and shopping. As a result, the new American city has been likened to an unmade omelet: eggs, cheese, vegetables, a pinch of salt, but each consumed in turn, raw.
Beauty and function In truth, a lot of sprawl—primarily affluent areas—could be considered beautiful. This raises a fundamental point: the problem with suburbia is not that it is ugly. The problem with suburbia is that, in spite of all its regulatory controls, it is not functional: it simply does not efficiently serve society or preserve the environment.
Six qualities of traditional neighborhoods The center The five-minute walk The street network Narrow, versatile streets Mixed use Special sites for special buildings
Market segments The segregation of housing by “market segment” is a phenomenon that was invented by developers who, lacking a meaningful way to distinguish their mass-produced merchandise, began selling the concept of exclusivity: If you live within these gates, you can consider yourself a success.
Cookie cutter One term that gets a lot of play these days is “cookie cutter.” Developers are mortified about the way this term is used to describe their subdivisions, and they expend a good deal of energy—and money—avoiding it. As much as 20 percent of their construction budget goes toward the application of superficial variety—different shapes, colors, window types, different styles of tack-on ornament, French Provincial next door to California Contemporary. But these efforts are in vain, because beneath the surface articulation is a relentless repetition of the same building. The best way to create real variety is to vary not the architectural style but the building type. Indeed, in places like Georgetown, styles vary only slightly, but one never hears the term cookie cutter, thanks to the wide range of building types.
Worthwhile destinations Pedestrian life cannot exist in the absence of worthwhile destinations that are easily accessible on foot. This is a condition that modern suburbia fails to satisfy, since it strives to keep all commercial activity well separated from housing.
The twenty-minute house Despite the way that it sounds, the “twenty-minute house” is not a derogatory label. Quite the opposite—it refers to the fact that a house has only twenty minutes to win the affection of a potential buyer, since that is the average length of a realtor visit. The building industry has responded to this phenomenon by creating a product that is at its best for the first twenty minutes that one is in it.
Like trying to cure obesity by loosening your belt “Trying to cure traffic congestion by adding more capacity is like trying to cure obesity by loosening your belt.” Induced demand transportation
Homebuilders The term homebuilder describes the house as a product that exists independent of its context. This approach would be appropriate if houses floated freely in space, or in some other environment where actual interaction between neighbors was neither possible nor desired. But houses are not meant to exist in isolation, so to think of the individual house as the ultimate outcome of the builder’s craft robs that craft of its broader significance. context
The cul-de-sac kid In this environment where all activities are segregated and distances are measured on the odometer, a child’s personal mobility extends no farther than the edge of the subdivision. Even the local softball field often exists beyond the child’s independent reach. The result is a new phenomenon: the “cul-de-sac kid,” the child who lives as a prisoner of a thoroughly safe and unchallenging environment. This “isolation and boredom” is the outcome of an environment that fails to provide teenagers with the ordinary challenges of maturing, developing useful skills, and gaining a sense of self.
On-site parking Most cities require new and renovated buildings to provide their own parking on site. This is probably the single greatest killer of urbanism in the United States today. It prevents the renovation of old buildings, since there is inadequate room on their sites for new parking; it encourages the construction of anti-pedestrian building types in which the building sits behind or hovers above a parking lot; it eliminates street life, since everyone parks immediately adjacent to their destination and has no reason to use the sidewalk; finally, it results in a low density of development that can keep a downtown from achieving critical mass.
Architectural mysticism In response to their growing sense of insignificance, some architects have tried to regain a sense of power through what can best be described as mysticism. By importing arcane ideas from unrelated disciplines—such as contemporary French literary theory (now outdated) —by developing illegible techniques of representation, and by shrouding their work in inscrutable jargon, designers are creating increasingly smaller realms of communication, in order that they might inhabit a domain in which they possess some degree of control. Nowhere is this crisis more evident than in the most prestigious architecture schools. architecture