Agile Complexification Inverter

Big Data for Little Problems -OR- What happens when the customer has better data about the service than the provider and has better networking, better press coverage, better clout, better market reach and reputations? (Feb 23) My good looking wife just spent 2 hours trying to straighten out Frontier's billing machine... it's not easy.  The amazing thing I observed for my recliner while sipping an adult beverage was her influencing techniques.  Now another amazingly disconsernation ( not a word ) is that Frontier has some awesome support people.  But oh-my-god do they have a tough job.  It's the system that has failed.  And they have to figure out how to make some legacy piece-of-crap work. But it's not going to lead to happy satisfied customers (testify). Her father, Jim, moved into the home with us in December, he loves Western movies, and is an encyclopedia of knowledge better than IMDB.  So we called up Frontier (our FiOS provider for 6 years) ...

Derek "QuikDraw" Lane & I proposed this session (2 sessions actually) for the Agile2017 conference (it wasn't accepted - oh well next time maybe).  Wonder if you'd like to come play in the OK Corral with us? SlideShare Deck Here's how it might go down...   Agile2017 Submission # 5835 And if you're interested... comment on this slide deck...  it's not the final answer.  In fact we may be sneaking bigger guns in to the corral under our dusters... SlideShare deck Abstract: Leadership Style Shoot Out :: Which style best works for this context - how will you recognize it? Where do you Stand Let's survey the audience's Leadership styles/preferences - we will use a standard reference tool (or maybe just make it up on the fly). Getting the participants up and moving and interacting with each other and the sub-set of leadership styles described on the four flip charts in the corners of the room. We will play a few rounds of the gam...

Have you heard of Douglas McGregor's two theories on motivation of humans? In the 1960s McGregor proposed two competing theories on motivation and management of people. Theory X was based in the assumption that employees don't like work, don't want to be at work, would goof off if they could, and must be coerced to higher performance. Theory Y was based in the assumption that employees do like their work, are intrinsically motivated, can be creative, seek responsibility, and exercise self-direction and self-control. McGregor was basing his two theories on Maslow's hierarchy of needs (lower order to higher order needs: physiological, safety, social, esteem, self-actualization). With the assumption that Theory X was concerned with the lower order needs (physiological & safety) while Theory Y was concerned with the higher order needs (esteem & self-actualization). McGregor didn't believe there was a continuous continuum. That perhaps motivation w...