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Nội dung được cung cấp bởi Markus Andrezak. Tất cả nội dung podcast bao gồm các tập, đồ họa và mô tả podcast đều được Markus Andrezak hoặc đối tác nền tảng podcast của họ tải lên và cung cấp trực tiếp. Nếu bạn cho rằng ai đó đang sử dụng tác phẩm có bản quyền của bạn mà không có sự cho phép của bạn, bạn có thể làm theo quy trình được nêu ở đây https://vi.player.fm/legal.
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Exile
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1 Episode 21: The Heiress Who Helped End School Segregation 35:10
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Hilde Mosse comes from one of the wealthiest families in Berlin and stands to inherit an enormous fortune. But she longs for something more meaningful than the luxurious lifestyle her family provides. So Hilde decides to pursue her dream of becoming a doctor. As the Nazis take power in Germany and the Mosse family is forced to flee, Dr. Hilde Mosse lands in New York having nearly lost everything.. She finds her calling treating the mental health of Black youth – and the symptoms of a racist system. In addition to photographs, school records, and correspondence spanning Hilde Mosse’s entire lifetime, the Mosse Family Collection in the LBI Archives includes the diaries she kept between 1928 and 1934, from the ages of 16-22. Hilde’s papers are just part of the extensive holdings related to the Mosse Family at LBI. Learn more at lbi.org/hilde . Exile is a production of the Leo Baeck Institute, New York and Antica Productions. It’s narrated by Mandy Patinkin. This episode was written by Lauren Armstrong-Carter. Our executive producers are Laura Regehr, Rami Tzabar, Stuart Coxe, and Bernie Blum. Our producer is Emily Morantz. Research and translation by Isabella Kempf. Voice acting by Hannah Gelman. Sound design and audio mix by Philip Wilson. Theme music by Oliver Wickham. Please consider supporting the work of the Leo Baeck Institute with a tax-deductible contribution by visiting lbi.org/exile2025 . The entire team at Antica Productions and Leo Baeck Institute is deeply saddened by the passing of our Executive Producer, Bernie Blum. We would not have been able to tell these stories without Bernie's generous support. Bernie was also President Emeritus of LBI and Exile would not exist without his energetic and visionary leadership. We extend our condolences to his entire family. May his memory be a blessing. This episode of Exile is made possible in part by a grant from the Conference on Jewish Material Claims Against Germany, which is supported by the German Federal Ministry of Finance and the Foundation Remembrance, Responsibility and Future.…
Stories Connecting Dots with Markus Andrezak
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Nội dung được cung cấp bởi Markus Andrezak. Tất cả nội dung podcast bao gồm các tập, đồ họa và mô tả podcast đều được Markus Andrezak hoặc đối tác nền tảng podcast của họ tải lên và cung cấp trực tiếp. Nếu bạn cho rằng ai đó đang sử dụng tác phẩm có bản quyền của bạn mà không có sự cho phép của bạn, bạn có thể làm theo quy trình được nêu ở đây https://vi.player.fm/legal.
There is no single truth, but many, I this show we try to discover stories that explain how people and companies successfully deal with change and emerging business opportunities.
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Manage series 1328464
Nội dung được cung cấp bởi Markus Andrezak. Tất cả nội dung podcast bao gồm các tập, đồ họa và mô tả podcast đều được Markus Andrezak hoặc đối tác nền tảng podcast của họ tải lên và cung cấp trực tiếp. Nếu bạn cho rằng ai đó đang sử dụng tác phẩm có bản quyền của bạn mà không có sự cho phép của bạn, bạn có thể làm theo quy trình được nêu ở đây https://vi.player.fm/legal.
There is no single truth, but many, I this show we try to discover stories that explain how people and companies successfully deal with change and emerging business opportunities.
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31 tập
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1 Ep. 31 - pckd - Pouched Underwear | Evgeny Polynksi 1:12:46
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pckd - Herrenunterwäsche aus Berlin, hangenäht in Portugal aus edlen Stoffen. Ein kleines Label aus Berlin, ein Familienbetrieb, geführt von Evgeny und seinem Bruder. In dieser Folge schauen wir hinter die Kulissen eines aufstrebenden kleinen Unternehmens und lernen über die schönen, aber auch die harten Seiten. Schön, wenn die Kunden begeistert sind und noch dazu bei einem so „berührenden“ Produkt. Hart, wenn die Produktionsstrasse wegfällt. Bitter, wenn Covid die Verbindung zur einzigen Produktion, die man hat, abkappt. Was dann? Wie kann man die Kundenerfahrung über den ganzen Prozess von Marketing über Bestellung, Verkauf, Lieferung und noch darüber hinaus so gestalten, dass man sich gegen billigere Konkurrenz abheben kann? Wie weit kann man dabei gehen? Wie kann man diese hochwertige analoge Welt mit der digitalen Welt des Internet-Verkaufs verbinden? Evgeny erzählt es. Schaut Euch die Ware hier an: https://www.pckd.de Der Rabatt-Code (30 großzügige Prozent!) ist: ueberproduct Viel Spaß bei der Folge! Lasst von Euch hören! Chapter: 00:00:00 Intro 00:02:37 Vom Digitalen zur Herrenunterwäsche 00:05:39 Innovationsfaktor und Produktentwicklung 00:10:22 Risiko-Management und strategische Entscheidungen 00:14:27 Positionierung und Branding im Textilmarkt 00:22:20 Herausforderungen in der Produktion und Marktstrategie 00:23:58 Marktanalyse und Positionierung 00:27:24 Kundenansprache und Marketingstrategien 00:32:21 Kundenservice und Einkaufserlebnis 00:40:19 Herausforderungen in der Produktionskette 00:49:07 Herrenunterwäsche und Innovation??? 00:50:30 Innovation als Problemlösung 00:53:40 Markenidentität und Ausschlusskriterien 00:56:47 Produktentwicklung und Anpassung für Sport? 01:01:39 E-Commerce und das Einkaufserlebnis 01:04:57 Weihnachtsgeschäft und Rabatt-Code!!!…
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1 Ep. 30 - Janna Bestow - ProdPad, building a Product Management Tool 1:28:22
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The star of this episode is Janna Bastow. You might know Janna from her role in setting up “Mind The Product” or as one of the business owners of the company running ProdPad, a specalized, really cool tool supporting smart work of Product Managers and Owners. But there’s always more to the story of a person showing outcomes like these. In the episode, we follow Janna making her way from Canada to the UK. There she finds her self in a product management role, trying to figure out what that actually means. The role is not hat clear yet on our industry. Trying to figure that out, Janna is calling for action. She organizes community events for product people in a similar situations, which ultimately is the root of building the Mind The Product community. The rest of that is history. It grew to more than a community basically becoming a product minded media house. At that stage, Janna decided to seek the next challenge and follow and idea she had for some time: Building a tool that really focuses on the work of product people and only devoted to this. None of the tools on the market went far enough. So, together with Simon Cast, she went at it. Knowing the complex and multi faceted work of a Product Manager, she built the tool she would have liked to have when she started off. The tool is different in that it draws from all kinds of data sources that already exist in your environment and builds on those. You can build and configure very individual views. One main point is that all data which you base your decisions on can be seen and shared and thus, discussions can be based on that date. E.g. discussions on features in a spring and how why they are important or not can be based on the underlying data from customer interviews over inpur from support, any existing research data or stakeholder input. All is simply revealed without having to invest work. Another example is how PMs are supported in creating roadmaps based on existing data. A fun side story is how Janna was always depressed that she is obviously the only PM never being able to deliver on her roadmap “promises”. Until she realized in her conversations in the meetups that led to “Mind The Product” that actually no PM ever delivers on these promises. Roadmaps were simply too static. She picked up on the “Now, Next, Later” concept and implemented in ProdPad to huge success and that is one of the main sources of “Now, Next, Later” being so huge these days. Of course, being loaded with data, the current topic of Janna and ProdPod is how can we enhance the tool with the right level and UseCases of AI? The aim is getting rid of the boring work and digging through statistics in the background and giving you hints, rather than doing the work that humans do best. Janna invites you to try the tool and suggest use cases for AI that would help you in your everyday PM life. See the links below for trial and contact information. For me, the underlying backstory of this episode is how the role of the PM was hugely under-defined even ca. 15 years ago while now being hugely over defined. The problem over the last 15 years has switched from having too little information to now having information overflow, but still clarity is hard to find. It’s still not a clear cut role. But maybe that’s just the nature of the game. Thanks a ton, Janna for this open exchange about your personal journey. You don’t know me as a huge fan of tools, but I am impressed by the unique way that ProdPad is doing things well and different. It helps you define your own PM workflow or that of your organization. The way you configure the tool is the documentation of that flow at the same time. Also, it can help in managing up as well as in managing your stakeholders and help lead the right discussions by always exposing the right data for the discussion. It always helps to make sense of your assets and prevents you form simply filling out a “form” by asking the right questions. Thanks Janna for this great conversation! I can only invite you to have a look into ProdPad and see for yourself. Follow and / or contact Janna on LinkedIn: https://www.linkedin.com/in/jannabastow/ How to access a ProdPad Demo: https://www.prodpad.com/demo/ ProdPad on their stance on AI: https://www.prodpad.com/features/ai-for-product-managers/ 00:00:00 Intro 00:03:12 Janna’s Background 00:08:06 Erste Schritte im Produktmanagement 00:18:09 Social Web: From Meetups to Mind The Product 00:29:14 Mind the Product: Growth 00:34:06 Start-Up surprises and embracing serendipity 00:40:47 Initial triggers of ProdPad 00:55:21 Eureka and Now, Next, Later 00:57:07 Exposure and Daring 01:00:53 Continuous Feedback and validation 01:03:58 What Problem are you trying to solve? 01:07:11 Supporting Transparency and Collaboration in Product Management 01:10:06 Potential of AI in Prod Management and ProdPad 01:14:11 Invitation to help with AI in ProdPad 01:18:10 What's next in Product Management? 01:26:09 Outro…
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Stories Connecting Dots with Markus Andrezak
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Diese Folge hat mir besonders viel Spaß gemacht und ich war besonders gespannt: Die Produktwerker, meine Freunde aus Köln. Sie zeichnen sich aus durch einen wöchentlich, regelmässig Montags um 6:00 Uhr morgens erscheinenden Podcast. Und ich meine: wirklich wöchentlich um 6:00 Uhr morgen. Sie bieten unheimlich nette, freundliche Education, begonnen von der klar strukturierten Website über ihre öffentlichen und internen Trainings. Vor allem aber haben sie ein unglaublich inklusive, freundliche, einladende Art. Jedes Event, bei sie dabei sind strahlt unter ihrer Freundlichkeit. Erlebt sie. Heute im Podcast: Tim Klein stellvertretend für die drei!…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 28: Holger Nils Pohl - "The Wrong Planet“ 1:34:10
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Hey, we haven’t heard in a while. I am happy to be back. In all kinds of ways. If you have questions where I was, ask. But let’s cut to the chase! This pod is all about Holger and his new book on autism. It is written from first hand experience with all empathy you can imagine. It's also a short entertaining read for the whole family. Especially for families not familiar or ever having been in touch with autism. So, before you do anything else, I urge you to visit Holger's Kickstarter Campaign for the book! Also, please spread the word!!! If you want to know more, stay here and listen to the pod. I have watched Holger's work since many years, but we never met. Finally, we met at a a conference in Cologne this spring and we spent a lot of time discussing. Holger is a person, I felt attached to right away but not only Holger as a person but also his work and thinking. I learned straight away that he did what I always promised, at least to myself, which is to write a book. Not only one, but the current count is - we are not quite sure, at ten. For my personal view, Holger’s latest book is his most important one. It is called „The Wrong Planet“. It tells the story of an alien on an unexpected journey to planet earth, having a crashed landing and having a couple of encounters to species unknown to him: ducks, a bear, a beaver an otter and a frog. Ofc, all of this is a metaphor for the experiences of people living with Asperger Autism. It is written from a person knowning the experience first hand. More in the episode. Lots more. The book is a very short and easily digestible book for the whole family, old and young, and also or even more interesting to anyone not living with Asperger autism. Beyond that it is ofc leading to thoughts of a more general and deeper understanding of diversity in general. The English version is a kickstarter project available from June 11 2024. All relevant info is available under holgernilspohl.com/autism . There will also be super interesting pledges excerpt just the book. Go there, get the info, be informed and potentially buy! If you want the German edition, you are lucky, you can directly buy it from Holger und his webpage holgernilspohl.com/ under books. Ofc we cover all the other work that Holger is doing and you also might already know him from his work in innovation and visualization or any of his collaborations with Alex Osterwalder, Sohrab Salimi and many more. Also, the conversation goes a long way on getting started, staying in pace, productivety and getting done as well as the value of visualization - which is Holger's actual profession. Last not least, his latest non fiction book „Creating Clarity“ is awesome and you can just do it like me and direct order from Holger and get it shipped signed and super instantly. A really nice product experience. Go For it. But now: LetÄs listen to the man himself. Again: Check out Holger’s kickstarter project „The Wrong Planet“ from June 11 2024 on https:// holgernilspohl.com/autism Or check out the already existing German version of the book on his web page under books. Thanks for listening, thanks to Holger for his time and see / hear all of you soon. Chapters 4:10 - Intro to „The Wrong Planet“ 9:10 - Craft and Detail make a story work for young and old 16:30 - Backstory and Motivation for "The Wrong Planet" 20:15 - Why a fiction book? 24:20 - Kickstarter and more info 30:30 - Info on autism 32:20 - Getting a diagnosis 41:00 - All of Holger’s Books 48:10 - How Holger manages Productivity 1:06:20 - The concept Of Now 1:14:55 - Models as Fiction 1:16:00 - All of Holger’s other work 1:22:10 - On getting started…
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Stories Connecting Dots with Markus Andrezak
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1 EP. 27: Luke Hohmann - FirstRoot - Participatory Budgeting in Schools 1:35:16
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"Calm down, take a deep breath and just talk to me“ Luke Hohmann’s new mission: Participatory Budgeting in Schools Luke Hohmann founded FirstRoot to advance participatory budgeting in schools. Let me get straight to the point: You can invest in this company in this early stage. You can also support the cause by talking about or by simply using the free software and talking about it in your kids’ school. Luke Hohmann and me go back a long time. I met him ca. 12 years ago in one of his trainings and was fortunate enough to co-train and facilitate with him. He wrote an early book „Beyond Software Architecture“ which to me is one of the best books on software Architecture (sic!) and was ahead of its time. He then got deep into Serious Games with his Innovation Games trainings and a great book on it. Also ahead of its time. From there he was on a constant path towards which had to end in what he does now. Through his Innovation Games, he made it to participatory budgeting in communities, in the Enterprise and other important places. Also, he built an enterprise SaaS company to further bring his ideas deeper into Companies and also enable distributed Serious Games. Now, he founded FirstRoot, bringing participatory budgeting to schools. (You will realize over the course of the pod, that we couldn’t constrain ourselves - we wouldn’t be Luke and Markus, then - from drawing all kinds of parallels to Quality of Software, agile, Portfolio Planning, Architecture, Comics for Story Mapping and what have you.) The underlying problem that Luke is tackling with FirstRoot is inequality of chances by social background, financial illiteracy (lack of education on that topic in school in general) and economic disparity. First Root is having its part in solving that problem by offering a five step process in facilitating Participatory Budgeting to pupils around the globe, based on a software solution. Steps are: Planning Gather Ideas Refine Ideas to proposals Voting (there will always be more ideas than we can afford - „a truism in life“ Projects in implematation In the pod Luke thoroughly leads us through an example to show us how it works and which impact it has. I put the core of the idea at the beginning of the cast. Again: If you believe in this story, you can also invest for as little as a couple of hundred dollars alongside of people like Alex Osterwalder, Lysa Adkins and many more. You also help by just using the software and bring it into schools. Just follow the „Invest“ link on firstroot.co…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 26: Timo Lutter - Covid-19 „milder“ Verlauf, Viren und Gesundheitssysteme 52:36
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Timo Lutter und seine Frau Jule sind Deutsche, die in Oslo wohnen und arbeiten. Timo hat lange als Molekularbiologe gearbeitet und arbeitet jetzt in Oslo im Rikshospitaletals Mikro-Biologe. Jule arbeitet in Oslo als Kindergärtnerin. Beide sind höchstwahrscheinlich wahrscheinlich Covid-19-positiv und tragen die Krankheit in ihrem sogenannten „milden“ Verlauf aus. Die beiden berichten aus Ihrer Erfahrung mit der Krankheit, dass schon das ist nicht mal eben einer lockeren Virusgrippe entspricht. Ich habe die Chance genutzt, Timo ein bisschen seines Virologen-Wissens zu entlocken und so kommen wir zu Erklärungen darüber was ein Virus ist was es heisst, einen Virus zu sequentieren warum sich Timo sicher ist, dass das Virus auf keinen Fall ein „Designervirus“ ist was Timo’s Einschätzungen zu den getroffenen Massnahmen ist wie sich Gesundheitssysteme aufgrund gegebener Umstände unterscheiden und welchen Einfluß das auf den Umgang mit dem Virus hat. Ich wusste vorher nicht, dass Tino so viel Vorwissen zu dem Thema hat und habe einfach diese Fundgrube genutzt. Ich würde mich über Feedback freuen. Bewertet das Podcast wo immer Ihr es hört. Empfehlt es weiter! Falls Ihr von weiteren Geschichten hört, die es lohnt zu Corona zu erzählen, meldet Euch gerne. Ich versuche gerne etwas daraus zu machen! Bis zum nächsten mal, Markus…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 25. Peter Bihr, Corona, a golf cart, a surf board and visa extension 34:19
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This is the story of Peter Bihr and his family whoa actually wanted to visit a wedding in the United States, but instead got stranded in Costa rica. Peter and his family accidentally find themselves locked up in a place which turns out to be a bit of a paradise. There could, of course be better times and conditions to find and enjoy a paradise. But let’s listen how Peter perceives his current situation. If you know of other weird stories happening during these strange and difficult time, let me know and maybe we could make this another episode! You can reach Peter for more on his great work here . He also publishes a fantastic, interesting and personal email newsletter . Have fun, stay healthy and sane!…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 24 - Markus Andrezak, Henning Wolf: Strategie Machen! 1:00:19
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 23: Dan Vacanti - Rightsizing 1:12:21
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Dan Vacanti - Rightsizing I met Dan years and years ago in my active time in the Kanban community. Dan was part of the very beginning of Kanban in 2007! Since then he’s been deep into Lean and Agile. Dan authored two books, "Actionable Agile Metrics for Predictability“ and "When will it be done?“. He is also the founder of Actionable Agile. Dan always had his independent thought. Most of all, he is a builder of bridges. He worked hard with Scrum.org on integrating the good ideas of Scrum and Kanban. Also, he organises the conference LeanAgile US which just happened from 25 -27 Feb 2019 in Ft. Lauderdale, Florida. Possibly most noteworthy, Dan's twitter Avatar is not the usual egg provided by twitter, but a self made picture of an egg. Here excerpts of our conversation as a loose transcript. don't take it word by word, please! Show Notes: The underlying idea for all of us is to maximise customer value. Cost of Delay is a tool suggested as basis for ranking, prioritising and sequencing on a more objective base rather than gut feel. Hopefully based on basic economic fundamentals. An extension of that is WSJF (Weighted Shortest Job First), which is defined by CD3= CoD / Duration. This is meant to give a shortcut to give an answer to which number does this item have in the sequence of things to be done. But here's the caveat: It is critical enough to get the number for duration right (how long does this take to be done? - The Estimate!). But the even more critical question is: "how do we even get the number for the value of the thing we are building?" This is where my research started, but "Let me be honest with you, and this is just me talking, nothing I found was practical or applicable in my world.“ "More importantly, I felt there we’re a whole bunch of assumptions going into this CoD number that didn’t reflect reality.“ "Let’s focus this discussion on the area of complex product development work. And we try to get that number even before start working on something. Which, by definition, is when we have the highest amount of uncertainty. And this is what struck me: How can this CoD number give us the right answer? And that’s were I started my investigation.“ Customers will always be able to ask things from us faster than we will be able to deliver them. There are fundamental assumptions in CoD to be in place for that to make sense. When there is uncertainty involved, we need a probabilistic approach. That means, we have to work with ranges. That means we have to think about CoD as a distribution across that range. The same is true for the duration. Those two assumptions are not fatal. There are mathematical tools like Monte Carlo simulation that help us to come up with an answer. BUT: If you are in a world, where you no the numbers, then CoD/D = CD3 gives you the right number. If you do not know these numbers, once you deliver the thing, these numbers could be completely different. So now CoD can change and as well duration can change. When you now run a Monte Carlo simulation, you will realise that this is not the best tool once uncertainty sets in. The best answer in this world is to do things by random sequencing. What matters is: right sizing items. What that means is, we need to break things up to a size where they reasonable flow through our system. So, CoD doesn’t make a difference. Duration doesn’t make a difference. What makes a difference is right sizing your items. This flies in the face of what’s lately been said in agile, where there is a lot of talk about outcomes over output. And what we found out is that it’s actually the other way around: It’s output over outcomes. It’s the output that generates the outcome. A metaphor here is gambling, where you would place as many small bets as possible to generate outcome. „We’re coming back to a fundamental principle of Lean, which is that value is defined by the customer.“ What is the smallest thing that we could feedback on from the customer? Links: Dan Vacanti on Twitter ActionableAgile , Dan's company ActionableAgile Analytics , the tool that Dan's company builds and sells Lean Agile US , Dan's conference, each February Books: " Actionable Agile Metrics for Predictability " by Dan " When will it be done? " by Dan…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 22: Jabe Bloom & Marc Burgauer - Designing Systems Pt. II 57:50
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Part II This is part two of the conversation I had with Jabe Bloom and Marc Burgauer during the Devops Conference 2018 in Munich. All information can be found in the show notes of part 1, which is Episode 21 of this podcast. Here some short show notes on this second part. Show Notes On Bid Data & being Data Driven "Russell Ackoff wrote a brilliant paper titled "On Data Mismanagement Systems and the basic thesis is: Managers need data to make decisions and the more data they have, the better it is. Of course, the answer is: Managers don't need more information, they need the right information" "Of course, big data is a response to a particular problem and the particular problem is "Oh god, we made such big piles of data that no human can actually process it anymore. And now we have to come up with an algorithm to summarise the data for us." On Change & Culture "By definition all future things are stories. They don't exist. That's why they're in the future. You can't measure them. You can't use data to understand them. You can only use data to understand what exists now." "People think that you have to change people's thinking first. You change what they think about things and then they change their behavior and that will change the output. And that's absolutely wrong. You have to change what they're looking at and that will change their thinking. And when you want to change something, that's when you need to create those models and give people new things to look at." Is speed still an advantage? "Right now everyone goes rushing towards high cycle time, high frequency: spin as fast as you can. If everyone is playing to the same time cycles, there is no advantage to doing that. … In fact, the advantage will be having the discipline … of having long term vision and connecting them to the capabilities of having a short cycle time. That's the next competitive advantage. We need people to be able to understand how to make commitments beyond two weeks. Period." "We need to create space for commitments. If everything is an option you have no commitments. If you had no commitments, you have no identity." Autonomy vs. Agency "I hate the word autonomy. … I think autonomy is individuating. … The way I hear the word and I think other people hear it - and I might be wrong and other people hear it differently - but the way I hear it is "I have the right to make my own decisions. I have the right to make my own rules." "If you look up the etymology of the word it means "the owner of the rules". (Whereas) Agency is my ability to chose in that environment and to see the result of it. Autonomy as the ability to act without responsibility is my concern. The ability to act without considering the feedback loop of what s the effect of what I have done. Thanks for listening! Remember to give us feedback on twitter, mail, wherever you want! Your feedback on iTunes will help us spread the word! Be prepared for the next episode in a few weeks!…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 21: Jabe Bloom and Marc Burgauer - Designing Systems 1:02:22
1:02:22
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Jabe Bloom and Marc Burgauer - Designing Systems Last week, beginning of December 2018, I happened to be guest of the DevOps Conference in Munich. The nice people from the organising company gave me the chance to actually make it a family meeting with my pals J Paul Reed (a giant in the field of DevOps), Marc Burgauer (from Scotland, doing Agile consulting in Banking) and Jabe Bloom (co-founder and chief scientist of Praxisflow ). It was 3 really busy days, the bunch of us were continuously mingling in giving talks, workshops, being active in a panel and all kinds of fun. Finally on the last day, we all gave a huge workshop together, using all kinds of techniques and tools from all of our fields and it felt like really great collaboration - throwing together all our expertise from all the fields we've been busy in and merging the approaches. Collaboration without vanity and really sharing. It rarely feels this good!!! On the evening before the workshop, Marc, Jabe and me sat down in my hotel room and recorded roughly two hours of ramblings on designing systems. When Jabe is with you, it's always on the highest level and really abstract design theory. But Jabe has this tough in which he can really go sky high, risking to be Icarus. But just before his abstract knowledge makes gets him too close to the sun, he defends to us other mortal souls and he connects back to earth and leaves us all with a "ahhhh, I see what you mean!!!" The background is that Jabe is currently working on his PhD in Design at the Carnegie Mellon University and as such he is a monster in reading about all of the most abstract literature in design theory - specialising in change in human systems in extreme time spans (like hundreds of years). Of course, there are huge connections between these theories and what we are doing. Having Marc in this round is a totally different perspective yet and I love how the three of us managed to blast through all kinds of topics. Honestly, this one is one for the lodert and possibly for a niche. But I guess the niche will love it. I'll make it short this time and leave it with the character of the recording: Raw, uncut and a little meandering but always true to the topic and lots of lots of depth. I love this and it feels authentic to how my life and job is. Thanks guys in being my guests and inspiration in this episode. This is part 1 of 2 parts. The next part will make up the next episode and will follow in a week or so. This just had to be out there. Some notes and hints How different timeframes and different temporality change our thinking and how we have to take care about this. We mention Bungay, User Stories, Epics, Strategy … The focus of Agile is compression of timeframes. It can be a problem once we loose the language for longer timeframes. „Employee goes „I can’t think of a way to come up with a chain of two week events that would add up to your one year story. I can’t do it. It doesn’t make any sense.“ The role of middle management in story telling and expertise. A Peter Principle of temporality, explaining micro management. OKRs and stories Humanist culture is about "What am I doing?“ not „How do I measure what I am doing?“ but "What am I doing?“‚ Determinism vs. "The Quality within", love vs. Process The more efficient you get, the more exploration you can do. Science doe not have time as a component. The scientific method is always in retrospective. It always thinks about the past and it never thinks about the future. The predictions it does on the future are based on a determined future. There is no **Open** in science. The thing about the Jony Yveish people out there is that they are able to imagine things that don't exist and can't be measured. You can't use determinism to get there. You can't use quantification to get there. You can only use story telling and narrative. How can Roger Martin's Knowledge funnel be used in a way that it brings mystery? It needs to be used non-linearly. You throw a thing in the middle, it pops up to the top and a mystery is born. That'd be a different way to innovate rather than simply finding "valuable problems" to solve. Doing Hackathons more right and more wrong. Apollo 13 mission story: Time constraints, a known set of components and *isolation* (so the team has to be put away from everybody) "If we had this, then we could make that!" Three temporalities to making sense: - How do I make sense of what's going on? - Retrospective coherence:How can I later explain why I did this in the future. (constraining) - Prospective coherence. If I put this thing that doesn't exist into the world, how does it change the stories that I'm in? Books John Doerr: Measure What Matters Christina Wodtke: Radical Focus I guess this is really abstract stuff. I just love it and I assure that if you are a regular listener, there is a lot in it for you!…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 20 - Matthew E. May: Winning The Brain Game 1:43:20
1:43:20
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I follow Matt since years. he has a couple of great books out, his latest one possibly being the top pick. It is called "Winning the brain Game". In "Winning the brain Game", Matt explains 7 fundamental flaws of the brain which hold us back from being the best problem solvers we could be. He describes how he discovered them, gives explanations from the fields of psychology and neuro science and finally gives hints on fixes for these flaws. I discovered Matt by means of a different book he wrote quite a couple of years ago. The book was called "The laws of subtraction" in which he gave structure on how to make things simpler and how to address that problem. At the time I headed a product which was really a complicated mess and the book helped me think through several of the problems I had at the time and I have it in find memories. Matt comes up with the following categories of flaws: "Misleading", which contains the flaws of Leaping (jumping to the first best, shallow solution), Fixation (being stuck on the first best idea) and Overthinking (not getting into a state of delivery at all. Then there is Mediocre with Satisficing (giving in to a half baked solution and not pulling through) and Downgrading (no, it's not so important to hang in and we didn't mean to reach that level at all) And finally there is Mindless with the flaws "not invented here" (if it's not my idea, I won't listen) and Self-Censoring (It's my idea, it can't be good). So, again: Misleading Leaping Fixation Overthinking Mediocre Satisficing Downgrading Mindless Not Invented Here Self-Censoring Also, expect a definition of Strategy and a little gossip on how one of the greats, Roger L. Martin, thinks on Strategy. Also really useful for me was a description of the value of frameworks as a way of describing ways to work with tools in a non sequential, non linear way and still feel comfortable and having a feeling of progress in highly abstract knowledge work. Another Gem for me was the framing of "assumptions" as "What has to be true? Given our strategy, what has to be true in our industry for it to work out? What has to be true for our org structure? What has to be true about what our customer really values? What about our cost? And what has to be true about our capabilities? Answering that questions opens a space right between the questions of "What is true?" and "What might be true" and help us thinking much more open about these issues. Show Notes "True Strategy os not about a plan, it is not about analysis. True strategy s about choice making." "There’s a lot of talk about thinking outside of the box, And I’m here to tell you there’s an awful lot of space inside of the box, if we think about the box in the right way." "When people say „culture eats strategy for lunch, what they’re basically talking about is when you march out a plan of action without having the buy-in or the input of those being in some sort responsible for deploying that strategy, the Status quo will defeat that plan.“ "(Culture) does not eat for breakfast a great set of winning choices that answer - “what’s our winning aspiration?“, - "where will we play?“, - "how will we win?“,- "what capabilities do we need?“ and- "What systems are required?“ "The brain works very efficiently if there's some sort of limit. But you make that limit smart and intelligent. Just enough so that there's guidance but not prescription." Matt's Mantra "What appears to be the problem, isn't. What appears to be the solution, isn't. What appears to be impossible, isn't" "I think the key to able to think differently is to be able to reframe problems" "They (Toyota) are a very innovative company. They implement close to a million ideas per year, all across the organization." On Lean in the Toyota Way "A lot of what we see on the surface as Lean, what really drives it (and can't be seen) is creativity. To have someone who puts on a windshield improve that work. And that's something that took me 4 years to understand." "One of the training programs was called "Jobs Methods Training". And they introduced the concept of continuous improvement: Little ideas, implemented as quickly as possible as near to the frontline as you possibly can. It was aimed at the supervisor level. Among those was a guy called Deming." "Until this day, you will not find a Lean Thinking program at Toyota. You will find Toyota Business Process, before that it was PDCA." "I often get the question on what is the difference between continuous improvement and radical innovation. And it really is just a matter of scope, scale & magnitude. The process is the same. The problem solving process is the same" It's all problem solving. "Do I teach Lean? Yes, I do tech Lean Thinking. But looks an awful lot like Design Thinking." "In an ideal world, all this stuff (Design Thinking, Agile, Lean Startup. Lean, etc.) would just be called problem solving." "A neuroscientist will tell that there are only two ways that human beings solve problems. Just two. One is the conscious way. And one is the unconscious way." What is creativity? "The best that you can do is to steep yourself in the problem so that you have as best an understanding as you possibly can. And then simply take a break. Just take a break. because that gives the hippocampus time to make the connections that we call the term creativity. Creativity is nothing more than the mash up of certain elements, connections, criteria and memories that all boil up into that sudden burn of neuro chemical reaction that we term creativity: The Eureka moment." "Hansei (Reflection) in Japan is a huge part of a Childs upbringing. It's an after action review: What did you expect to happen? What did actually happen? And what accounts for the difference?" "First of all, Roger (Martin) would say that strategy is not a plan. … he would tell you the distinction is meaningless between Strategy and execution. … Essentially strategy has to cascade down onto every individual." Finally I hope this conversation was as much fun for you as it was for me and you could take away as much as I did. And I hope you could hear just how much fun I had! And honestly I got a little stuck taking down notes for the show notes. It was just just too much good stuff and gems in it! To me, it was a blast! Make sure you look up the Canvases that Matt talked about. There are links in the show notes. Also make sure to read Matt's last book "Winning The Brain Game"! Also, the earlier ones are worth the money and time! And maybe, look out for a conference close to you were you might meet him or me or both of us for some chat and a hefty dose of problem solving . I say thanks for listening in again. If you liked it, spread the word and recommend this show to your friend, colleagues and ,maybe your boss and leave a review! If you didn't like it, please tell me how to improve! And let's all remember the Mantra: "What appears to be the problem, isn't. What appears to be the solution, isn't. What appears to be impossible, isn't" Thanks again and hear you in a couple of weeks! Links Matthew E. May's Website Matt's latest book - "Winning The Brain Game" Matt's book "The Laws of subtraction" Matt's book "The Elegant Solution -Toyota's Formula for mastering Innovation" Matt's "Playing To Win" Strategy Canvas Matt's "Lean Learning Loops" Canvas Roger Martin's "The Design Of Business" - a book I often mention in my work and trainings. It is also mentioned during this conversation. - Roger L. Martins book "Playing To Win" , in which he describes Strategy as the choices as discussed during this conversation.…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 19: Norbert Haller - e-Bike Design Pionier 1:22:39
1:22:39
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Intro Diese Folge ist für mich ganz besonders! Als ich Norbert besucht habe, kam ich dafür in meinen alten Berliner Kiez, in dem ich fast 20 Jahre lang gewohnt habe. (Ich war ganz ausser mir, als ich mich da umgesehen habe ;) Und auch Norbert kenne ich seit den frühen 90ern, als wir noch Autobahnkilometer auf dem Weg zu Mountainbike-Rennen abgespult haben. Natürlich haben wir auch Stunde um Stunde beim Training auf Waldwegen und -abwegen verbracht und auch in Rennen. Wenn das Gute so nah ist, ist es manchmal schwer zu erkennen, was man überhaupt vor sich hat. Und so hat es bis jetzt gebraucht um Norbert zu interviewen und mehr über sein Geschäft und seine Industrie zu lernen. Und so ist diese Folge noch mehr als viele andere true to title : In andere Welten eintauchen um Verbindungen zu finden. Norbert Haller, designed seit 20 Jahren e-Bikes. Ich habe mich in seiner Werkstatt umgeschaut. Seit langem interessiert mich, wie man das alles in Hardware anstellt, denn Hardware ist cool. Und die Skalierung bei Fahrrädern ist immens: Sehr wenige Designer arbeiten an sehr vielen Modellen in sehr hohen Auflagen. Wenn wir in Software herum jammern über Prototypen, hört hier mal rein, wie komplex sich der Prozess von Design zu Produktion in Hardware ist. Interessant auch die Beobachtungen zu Märkten. Für mich war der Killer, dass Elektromobilität jetzt doch komplett von unten kommt. Jetzt ist ein Sweet Spot, in dem die Änderungen bei Leichtfahrzeugen einfach klappen und gehen. Und schon werfen sich in der Lieferkette diejenigen mit in den Markt, die bei Autos die Felle davon schwimmen sehen. Spannend war für mich zu hören, wie lange die Konstruktion ein Suchprozess bleibt, in dem man flexibel bleiben muss. Auch in diesem Designprozess ist es so, dass nach der „Reinzeichnung“ eine Menge Detail- und Dreckarbeit anfallen, weil Design auf dem Papier und die Idee auf eine etwas brutalere (Konstruktions-)Realität treffen. Norbert beobachtet, dass jede Industrie ihren Master hat. Der Master bei Autos ist der Verbrennungsmotor und alle Lieferketten und anderen Prozesse sind um den Verbrennungsmotor aufgebaut. Das Problem der Autoindustrie ist, dass sich der Master gerade ändert und dabei zum einen unklar ist was genau der neue Master ist, aber auch: dass sie es nicht schnell genug hinbekommen, ihre Lieferketten und Prozesse inkl. Design und Konstruktion auf Batterien, und E-Antriebsstränge umzustellen. Es ist ein bisschen wie zu der Zeit als Norbert mit E-Bikes angefangen hat: E-Autos sehen noch ein bisschen behindert aus und nutzen nicht das Design-Potential des neuen Antriebs. Ganz am Ende noch ein paar Beoabachtungen, was e-Bikes mit dem Sport anstellen: Wir glauben Diversifizierung ohne Ende und neue Möglichkeiten. Mit e-Bikes fahren ist ein neuer Sport, der erst entdeckt werden muss. Es nicht einfach Fahrradfahren mit Motor. Erste Rennserien entstehen und ich bin überzeugt, wir wissen noch gar nicht was dort passieren wird. Das Level an Technik und Körperbeherrschung wird wieder ein anderes werden Jetzt aber viel Spaß mit 20 Jahren E-Bike Design mit Norbert Haller!!! Show Notes Man muss zielgerichtet sein, aber auch eine gewisse Flexibilität mitbringen, das Projekt anzupassen, wenn man merkt, sass bestimmte Bausachen nicht so funktionieren, wie gedacht." „Wenn man ein innovatives Fahrzeug für einen neuen Markt baut, gibt es während des Entwicklers teilweise einen Lernprozess. Da gibt es dann auf Seiten des Kunden einige Herausforderungen." „Wir wissen schon, was Shimano, Bosch und co. in 2-3 Jahren machen. Nur haben das dann die anderen Hersteller auch. Wenn eine Firma wirklich eigenständig in den Markt eintreten will und etwas noch innovativeres haben möchte, Da muss man doch relativ visionär sein. Da kann man dann nicht einfach die Informationen in einer einfachen Marktanalyse holen. Das wäre so als hätte Steve Jobs im nächsten Media Markt gefragt wie das iPhone aussieht. Dann hätten die ihm gesagt „mach mir ein Blackberry mit einer kleineren Tastatur für 200 $ weniger.“ „Kreativität ist schon sehr wichtig. Man muss schon sehr visionär denken. Vor allem aber die Kunden müssen auch visionär denken. Viele denken wir können das einfach abliefern. Wir merken aber, dass das Entscheidende ist, dass der Kunde auch visionär denkt und ein Verständnis hat, was kommen wird - denn der trifft nachher auch die Entscheidungen. Wir können aber auch nur Richtungen geben. Was so verlockend ist: Viele Kunden wollen einfach in den Markt kommen, der hier und jetzt ist. Das kann aber oft der erste Schritt sein, dass der Kunde keine Chance hat.“ „Fahrräder werden komplett elektrifiziert. … die Fahrrad-Industrie wächst immer mehr in die Autoindustrie hinein. Das nächste was kommt sind Lastenfahrräder, der Bereich Motorroller kommt, dann Micro-Cars und die Fahrradindustrie schlägt von unten nach oben auf. Die Autoindustrie tut sich relativ schwer.“ „Wie sehen die Hersteller der Zukunft aus? Ich bin der Meinung, dass sich neue Plattformen ergeben. In der Autoindustrie ist der Master der Verbrennungsmotor. Und es ist eine Industrie, die sich komplett um den Verbrennungsmotor aufgebaut hat. Jetzt auf einmal ist der Verbrennungsmotor nicht mehr der Master sondern er ergibt sich aus neuen Bereichen und der ist noch nicht genau definiert. Er ist bei den Batterien, den Antriebssystemen, der Digitalisierung. Um den neuen Master wird sich die Industrie herum aufbauen. Neue Marketingkonzepte und neue Geschäftsmodelle wie Sharing. … Die ehemaligen Komponentenhersteller, z. Bsp. Shimano switchen auch auf die neuen Master und bieten Antriebssysteme.“ Links IDBerlin , Norberts Firma A2B , ein Startup, dass Norbert mit aufgebaut hatte Hawk Bikes , für die Norbert fuhr und für die er die ersten E-Bikes entwarf Shimano Steps e-Bike Antrieb Bosch e-Bike Antrieb Bosch ABS für e-Bikes…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 18: Christian Riedel - Über Story Telling 1:14:53
1:14:53
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Netflix. Wir schauen es alle. Und ich glaube, das es eine der kompliziertesten, koordinierten Arbeitsformern ist, wenn z. Bsp. 20 Autoren eine konsistente Geschichte über 6 Staffeln a 15 Folgen erzählen. Jede Folge hat dabei einen Spannungsbogen, Drehungen und Wendungen, wiedererkennbare Charaktere, authentische Emotionen, Überraschungen und am Ende immer einen Cliffhanger, der dafür sorgt, dass wir am Schirm bleiben zum Binge Watching oder eben nächste Woche wieder einschalten. Wir wissen ein bisschen darüber wie das funktioniert und es muss ein schmaler Grad zwischen Kooperation, Planung und Kreativität und Delegation sein, der da beschritten wird. Wer ganz viel dazu weiss und überhaupt darüber, wie Story Telling funktioniert und wie wir es einsetzen können ist Christian Riedel, der Gründer von Growth by Story . Christian ist mein Gast in dieser 18. Folge von Stories Connecting Dots. Christian hilft Firmen dabei, Story Telling gezielt zur Verbesserung interner Kommunikation, Alignment innerhalb der Firma und auch beim Erzählen nach aussen - im Marketing - einzusetzen. Um das zu können, hat Christian Cultural Studies und Marketing studiert. Das hat ihm aber nicht gereicht. Er hat noch Game Research und Design dazu gepackt und schließlich auch noch eine Masterclass im Drehbuchschreiben durchgezogen. Das er Geschichten schreiben kann, hat der Kurzkrimi-Preis bewiesen, den er für deine Kurzgeschichte „Terroir" bekommen hat. Beruflich hat er in vielen Positionen und Kontexten gearbeitet. Ich habe ihn durch seine Arbeit bei Jimdo kennengelernt. Bei Jimdo hat er unglaublich dazu beigetragen, der Firma ein Gesicht, eine Stimme und eben eine Geschichte auch aussen zu geben. In dieser Folge sprechen wir vor allem darüber, was Story Telling kann und wofür man es einsetzen kann. In einer, bald erscheinenden, weiteren Folge sprechen wir darüber, wie Christian mit seinen Kunden am Story Telling arbeitet. Story Telling ist etwas fundamentales, archaisches und wir alle verstehen Geschichten. Wie Laufen, Sprechen und Atmen können wir es einfach. Umso spannender ist es, sich bewusster damit auseinander zu setzen und zu verstehen was Story Telling ist und kann. Passend dazu kam mir gerade noch der Artikel Why Humans Need Stories von Patrick Tanguay unter. Geschichten gab es schon immer - sie scheinen der Kitt zwischen Menschen zu sein und die Interaktionen - z. Bsp. Kooperation - zu ermöglichen. Christian spricht einen sehr wichtigen Aspekt an: die soziale Bedeutung von Geschichten: Wenn wir Aktionen im Nachhinein nicht begründen können, wirken wir autistisch oder asozial. Geschichten helfen uns, Verhalten im Nachhinein erklären zu können - sie helfen uns Verständnis zu schaffen. Für mich sind Geschichten so wichtig, weil sie Gruppen helfen ein gemeinsames Verständnis eines gemeinsamen Vorhabens zu erreichen. Und die bedeutsamsten Vorhaben bekommen wir nur in Gruppen hin. Alleine sind wir alle Zwerge. Daher setze ich Geschichten ein, wo immer es notwendig ist, in Gruppen dieses gemeinsame Verständnis zu erzeugen. Ich rede gerne davon „Kommunikation zu erzwingen“. Natürlich mache ich das nicht alleine und es ist nicht meine Idee. Die Geschichte von agiler Produktentwicklung ist voll davon und alleine die Begriffe User Stories und User Story Mapping zeigen woher sie kommen. Geschichten sind letztlich die einfachste und billige Weise, mit möglichen Zukünften umzugehen und diese verstehen zu können. Deshalb haben sie auch einen wichtigen Platz in der Produktarbeit. Bevor wir coden und entwickeln, sollten wir uns - billiger - über Geschichten annähern um zu verstehen ob die ausgedachte Zukunft Sinn macht. Ich glaube, wir können Story Telling nicht „benutzen" ohne es zu verstehen. Ich glaube, zu verstehen, wie andere Story Telling professionalisieren und fast schon industrialisieren, hilft uns dabei, unsere Arbeit mehr als kreative Zusammenarbeit zu verstehen und weniger als ein „Abarbeiten von Aufträgen". Die Metapher Story Telling macht uns erfolgreicher als die Metaphern „Fabrik" oder „Produktion". Zitate „Man darf die Regel nicht mit dem Ergebnis verwechseln … dafür sind auch zu viele von diesen Prinzipien Ex-Post von erfolgreichen Geschichten abgeleitet worden." „Never be boring!" „Das Emotionale führt zu einem Unsicherheitsgefühl, so dass man gegebenenfalls versucht, es über Regeln und Prozesse aus der Welt zu schaffen." „Aus der Falle kommt man nur raus, wenn man sich von dem Weltbild verabschiedet, dass der Mensch ein rationales Wesen ist, das in seinem Denken einem Computer ähnelt. Das ist er nicht." „(Geschichten erzählen) … hilft denen mit Visionen und Ideen, die eigene Idee für andere greifbar zu machen." „Story Telling führt zu einer Klärung, weil ich mir erst einmal Gedanken machen muss, wie ich es jemand anderem erkläre." „Man ist versucht, das Boot mit dem Ufer zu verwechseln. … Weil es komplizierter ist, sich Gedanken über das Ziel zu machen, macht man sich lieber Gedanken darüber, das Boot zu verbessern." „Die Magie im Writers Room liegt darin, die Balance zu finden von Strukturierung (meist mit Karteikarten an der Wand) und dem Detail dahinter. Also die Szenen zu planen, aber sie dann von einer Einzelperson ausfüllen zu lassen." Links - Growth by Story : Christians Firma - „Why Humans Need Stories" - Patrick Tanguay bei kottke.org - „Our fiction addiction: Why humans need stories" - BBC - Writers Room - die von Christian angesprochene Serie von Sundance, zu sehen bei Sky Arts…
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Stories Connecting Dots with Markus Andrezak
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1 Ep. 17: Courtney Hemphill - Psychological Safety at Work 52:51
52:51
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Ep. 17: Courtney Hemphill - Psychological Safety at Work I met Courtney years ago at the Lean UX conference. At the time there was a lot of talk of yet another round of inclusion. Where DevOps was going on in one part of the universe, this was the universe, we were talking and discussing inclusion of UX, User Research, Design and other disciplines into what we called agile. Each inclusion brings its own challenges as it takes us away from the trodden path. And somehow, all of these movements attract Courtney. Courtney is all about inclusion. And what all of these movements have in common is also the need for psychological safety. a safe place to be able to try out how we can better work together - coming from all our nice, little, funny, sometimes highly culturally coded environments and all of a sudden be a team. Courtney has a coding background but now is managing big efforts at and with clients to build digital products, but much help clients embrace the challenges of the digital change that is before us. at CarbonFive, Courtney currently manages the New York office. It is one of the few times I mention a company of one of my guests, as CarbonFive is special in how they are a great place to work, where Courtney and her colleagues try to self apply what they learn about how people can meaningfully work together. Courtney is also a climber of crazy skills, devotion, focus, love to the sport and perseverance. Climbing - another space to collect those experiences that can make you understand. Show Notes "You need to build the foundations of a good culture and the foundations of good technical solutions. It is going to be very hard to work in a risk free environment when the type of systems you have are breaking all the time: There’s bugs all over the place and you can’t release because you have to through 9 levels of QA." "(Radical Candor shows you ways) where you’re saying the hard truth to someone, but you’re saying it in a way where you have empathy with the person you are talking to. But also you are being self aware in the way that you are going to communicate. You are giving the person you are giving feedback the possibility to tell _you_ how they have perceived the feedback. Because a lot of times you think you are being candid and caring, and in fact you are being obnoxious." "The best of us have been there where we had a bad morning, went to a meeting and then were obnoxiously aggressive. But then being able to go back and say “hey, I’m learning from this … I need to work on my emotional intelligence. So let me rephrase that in a way where I am more empathetic"." "We tend to see teams that are much smaller. Microservices have played a role in this, the whole Conway’s law thing. We can now have teams of 4, but we can have 50 of them across the company. How do we manage that? This has been a driving mechanism for the need of - and I hate the term - soft skills! Emotional intelligence - EQ. So it’s less _lines of code_, now it’s _how can teams collaborate with another_ and can be 10X in value, not in lines of code.“ "The reality is that nothing is going to work in any organisation if it doesn’t feel right" "Climbing is - oh my god - I almost cry when I think of it, I love it so much. It is this perfect balance to the insanity of urban and work life. It allows you to be in a place where you have to be in a place where you are independent, you have to be self sufficient, you have to make these choices but you can not make them independently. You _need_ a partner." Links - " Radical Candor - Be a kick ass boss without losing your humanity " the great book by Kim Scott, mentioned in the interview. It is a great read and you will have all these moments of “oh my, I’ve been there“. - Product Dartboard : A tool for frequent team self assessment. More info - Carbon Five , where Courtney works…
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