diversity for efficiency, communication, the human dimension of project management.
I would like more quantified and peer-reviewed content here, but I will take what I can get.
Coda Hale, Work is work:
Keep the work parallel, the groups small, and the resources local.
When presented with a set of problems which grow superlinearly intractable as \(N\) increases, our best bet is to keep \(N\) small.
If the organization’s intent is to increase value delivery by hiring more people, work efforts must be as independent as possible. …
mhoye writes on software companies and the lessons they offer for management feedback, including a link to Dorian Taylor’s Agile as Trauma
The Agile Manifesto is an immune response on the part of programmers to bad management.
The document is an expression of trauma, and its intellectual descendants continue to carry this baggage.
While the Agile era has brought about remarkable advancements in project management techniques and development tools, it remains a tactical, technical, and ultimately reactionary movement.
As long as Agile remains in this position it will be liable to backfire, vulnerable to the very depredations of bad management it had initially evolved to counter.
Denise Yu, Habits of high-functioning teams:
Generous communication between peers means that at all times, we assume that anyone asking a question:
- Has done the basic research, e.g. they’ve googled the thing already
- Is asking a human, because they’ve been unable to find their answer in any written-down place. Because that written-down place is difficult to find, or it doesn’t exist yet.
In other words: assume your peer is a competent, intelligent, reasonable person who is asking a question because they’re lacking context, that they’ve already attempted to procure on their own.
There is some famous Google research here (not peer-reviewed, mind).
Google: Foster psychological safety
Of the five key dynamics of effective teams that the researchers
identified, psychological safety was by far the most important. The Google
researchers found that individuals on teams with higher psychological
safety are less likely to leave Google, they’re more likely to harness the
power of diverse ideas from their teammates, they bring in more revenue,
and they’re rated as effective twice as often by executives.
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