Work Should Fit People

This week, we launched the Humanizing Work Show. In episode 1, we summarize what we mean by Humanizing Work and where the phrase came from.

Humanizing Work is about shaping work to fit people. When people thrive at work, teams and organizations thrive.

Humanizing Work has four key themes:

  • Creativity — people need to exercise autonomy,

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Object Oriented Programming in a Nutshell

Next year I’ll likely be teaching Essential Test-Driven Development to a team that includes about 50% COBOL programmers. I told the client I’d look for a good object-oriented (OO) primer for those developers to read in advance. As you can imagine, it’s tough to “unit-test” software that doesn’t have clear “unit” boundaries. COBOL relies on

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Agile Managers Don't Magically Learn

Myth 3: Leaders & Managers will figure out what their agile role is magically

We have done a huge disservice to leaders and managers, as well as teams.  There are plenty of people that will say we don’t need managers and leaders. People can lead themselves. While there is an aspect of this that may be true, there are a lot of steps to get close to that idea.

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Agile Leadership Myth #2: Self-Organizing Teams don’t need any help.

How did we arrive at this place where so many people believe that self-organizing teams do not need help? The fact is, self-organizing teams DO need help.

What teams can experience: Teams might not know exactly what kind of help they need or even how to describe it. This can be especially true if they

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How to Give Clear Instructions When Facilitating

It’s a classic facilitation blunder: You start giving instructions for an activity, and as you’re talking, people begin the activity. You try to reel in those eager participants so you can get the rest of your instructions out. Then, as everyone starts, you realize you forgot something important and need to get the group back

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Agile Leadership Myth #1: Telling people “You Are Empowered” Actually Works

A major challenge we run into when helping organizations shift or improve is leadership misconceptions. Agile leadership myths cause a lot of these misconceptions. We need to help avoid falling into the trap of these common myths because they limit our success. A root cause of many of the myths is that people simply don’t

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“I intend to …, and …”

I was co-training an Agile for Teams workshop with Rob Myers last week. This group had been trying to do Scrum, with some success.  Our job was to help them solidify their Scrum practice. I love workshops like these. There’s enough knowledge and experience in the room that if willing to learn, can create a

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Limit Engagement, Limit Success – Scientific Management Problems

We require environments where people can provide input and ideas. If we limit engagement, we limit success. We still have organizations who either believe or act like they believe some types of workers are “stupid.” This idea dates back to the ideas surrounding Scientific Management, Fredrick Taylor, and Henry Ford. The concept of the stupid or

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