Purely for the fun of it, Maria Popova drew Wisława Szymborska’s poetic island in a map inspired by Thomas More’s Utopia.
Polish poet Wisława Szymborska (July 2, 1923–February 1, 2012) "explored how our contracting compulsion for knowing can lead us astray in her sublime 1976 poem “Utopia,” found in her Map: Collected and Last Poems (public library)" -- Maria Popova
Island where all becomes clear.
Solid ground beneath your feet.
The only roads are those that offer access.
Bushes bend beneath the weight of proofs.
The Tree of Valid Supposition grows here with branches disentangled since time immemorial.
The Tree of Understanding, dazzlingly straight and simple, sprouts by the spring called Now I Get It.
The thicker the woods, the vaster the vista: the Valley of Obviously.
If any doubts arise, the wind dispels them instantly.
Echoes stir unsummoned and eagerly explain all the secrets of the worlds.
On the right a cave where Meaning lies.
On the left the Lake of Deep Conviction. Truth breaks from the bottom and bobs to the surface.
Unshakable Confidence towers over the valley. Its peak offers an excellent view of the Essence of Things.
For all its charms, the island is uninhabited, and the faint footprints scattered on its beaches turn without exception to the sea.
As if all you can do here is leave and plunge, never to return, into the depths.
- "The Surprising Truth about what Motivates Us" by Dan Pink.
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What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion. This brings to mind the old saying - "there is no I in TEAM". There is however a ME in TEAM, and there is an I in DRIVE. And when one talks about motivating a team or an individual - it all starts with - what's in it for me.
Pink starts with an early experiment with monkeys on problem solving. Seems the monkeys were much better problem solver's than the scientist thought they should be. This 1949 experiment is explained as the early understanding of motivation. At the time there were two main drivers of motivation: biological & external influences. Harry F. Harlow defines the third drive in a novel theory: "The performance of the task provided intrinsic reward" (p 3). This is Dan Pink's M…
Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?
Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!
But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …
Many of you have all heard of the Tuckman model of team dynamics (Forming, Storming, Norming, Performing). It was created in 1966 and has become the most popular model for describing team behavior. Is it time to level up in your mental model of team dynamics? Are you ready for a richer more functional model?
Introducing the Team Performance Model by Drexler and Sibbet
Orientation - Why am I here?
"Orientation is about understanding the purpose of a team and assessing what it will mean to be a member. you need to understand the reason the team exist, what will be expected of you and how you will benefit from membership. In a new team, these are individual concerns, because the group is only potentially a team. that is why these concerns are illustrated as occurring in your imagination at an intuitive level. As a team leader it is important to provide time and space for people to answer these internal questions themselves."
Have you ever been in a situation where you thought the technique needed to move forward was one thing, yet the person leading (your leader) assumed something else was what was needed? Did you feel misaligned, unheard, marginalized? Would you believe that 54% of all leaders only use ONE style of leadership - regardless of the situation? Does that one style of leading work well for the many levels of development we see on a team?
Perhaps your team should investigate one of the most widely used leadership models in the world ("used to train over 5 million managers in the world’s most respected organizations"). And it's not just for the leaders. The training is most effective when everyone receives the training and uses the model. The use of a ubiquitous language on your team is a collaboration accelerator. When everyone is using the same mental model, speaking the same vernacular hours of frustration and discussion may be curtailed, and alignment achieved, outcomes …
Martin Fowler's book Refactoring: Improving the Design of Existing Code has a simple example of a movie rental domain model, which he refactors from a less than ideal object-oriented design to a more robust OO design. Included in this Refactoring_FirstExample.zip Zip file are the Java source code files of the Movie, Rental, and Customer classes. Along with a JUnit CustomerTest class. Using these example source files you too can follow along with the refactoring that Fowler presents in the first few chapters of his book.