Archive

The following is a list of all posts on this blog, in date order, with the most recent listed first:

• The Aspiration Gap
• Obduracy
• The Big Shift
• Gratitude
• Something’s Gotta Give
• Hearts over Diamonds Preface
• Red Lines
• Standard Work and Collaboration
• Antimatter Principle Elaborated
• Little Islands
• The Edge of Intolerable
• Congruence
• The Design Principles of Organisational Psychotherapy
• A Star is Born
• Management Must Manage
• Random Walks
• Digital Transformation
• Effectiveness
• Ending Therapy
• The Relevance of Giants – 2. O Sensei (Morihei Ueshiba)
• The Relevance of Giants – 1. Deming
• Inventing Agile
• Cognitive Function
• Cost of Focus
• Team Building For High Performance
• The Needsscape
• Solutions Demand Problems
• Some Alien Tropes
• Alien Tech Alien Tropes
• Excolat in Pace
• What is Expertise?
• What is “Working Software”?
• Please Don’t Irk Me with Fast Arguments
• Stainless Steel Rats
• The Folks That Matter™
• The Antimatter Opening Question
• Agile Coach to Organisational Psychotherapist
• Fundamentals of Organisational Psychotherapy
• Most Models Are Wrong
• The Marshall Plan
• Status Quo or Change?
• Difficult Conversations
• Wants, Needs
• A Hiding To Nothing
• The Future of Coding Environments
• Not Obviously Wrong
• Product Owners Suck
• Testbash Dublin and Organisational Psychotherapy
• Testbash Dublin
• Do Nothing That Is Not Play
• Change is a Waste of Time
• Beyond the Pale
• World Class? Really?
• Means and Ends
• Antimatter Evo
• Ten Reasons You Don’t Need Organisational Psychotherapy  
• Three Things That Do Change Thinking
• Six FAQs – X or Y?
• Holistic Solutions for Product Development Businesses
• Obstacles to True Consensus – Summary
• Obstacles to True Consensus – Solutioneering
• Obstacles to True Consensus – Extrapolating From the Past
• Obstacles to True Consensus – The Smart Conservative
• Obstacles to True Consensus – The Dominant Impatient Visionary
• Organisational Psychotherapy and the Bottom Line
• Pillars
• Innovation ALWAYS Demands We Change the Rules
• Reliability and Effectiveness
• Strategies, Effective and Ineffective
• Antimatter Hiring
• Coaching, Scrum Mastering, and Expertise
• The One Perfect Way to Develop Software
• No Hashtags
• I Make No Promises
• The Advice Process – Flaws and Fixes
• Learn Through Delivering
• Tasks – or Deliverables
• Organisational Psychotherapy In the Field
• How to Communicate Your Needs At Work
• The Heart of Organisational Psychotherapy
• Nonjudgmental Feedback
• The Future Of Software-Intensive Product Development
• What’s The One Question A Scrum Master Must Ask?
• We’re All In This Together
• Constraints On Effective Product Development
• The Simplest Thing That Could Possibly Work
• Surely You Can’t Mean That?
• The Concept Of Value
• The Twelfth Principle
• The Healthful Alternative To Management
• The Organisational Psychotherapy Approach To Agile Coaching
• Seven Research-Based Principles for Making Organisations Work
• I Lied
• Ten Tips for Organisational Therapists
• Taking Wings
• An Intention Announced
• Why The Future of Humanity Depends On Organisational Psychotherapy
• Discombobulated
• Making Contact
• A Deliberate Approach
• An Invitation To Contribute And Share
• I Have Nothing Left To Say
• A Second Open Letter to the Project Management Community
• A Difficult Message To Hear
• The Inner Space Race
• Unilateralism – And What To Do About It
• After Agile
• Rightshifting In A Nutshell
• What If #8 – Agile Never Happened
• Collaborative Change
• Helping Folks Find Their Own Answers
• What If #7 – No Work
• What If #6 – Agile Nirvana
• My Definition Of Agile
• On Becoming An Organisational Psychotherapist
• The Antimatter Model
• Wahnsinn ist das. Wahnsinn. Heller Wahnsinn!
• I’ve Done It So It Works
• The Cold Wet Nose Of Reality
• The Agile Enterprise Is A Thing But Not THE Thing
• NVC In The Workplace
• Nine Aspects Of Top Developers
• Metaflow
• The Shift
• Meeting Folks’ Needs At Scale
• The Care And Training of Your PET TEAM
• What If #5 – Continuous Improvement Is Useless
• Do Something
• Antimatter Emotioneering
• What If #4 – No Answers
• Antimatter And Deming’s 95/5
• A Rose By Any Other Name
• What If #3 – No Telling
• The Antimatter Principle – The Anti-Kanban For Almost Two Decades Already
• Are You Just Another Adjunct Of A Unimatrix?
• The Antimatter Transformation Model
• Open
• What If #2 – No Process
• Those Bastards Need To Get A Grip
• Plausible
• Why Me?
• The First Step
• Business Development
• Aliens
• I Love To Play With Organisations
• Rightshifting the HiveMind
• What If #1 – No Management
• Unlocking Human Potential
• Head, Heart And Soul
• The Two Antimatter Questions
• What is Nonviolence?
• Codes of Conduct
• How To Connect With Folks’ Needs
• Tech Folks Don’t Grok People Things
• Cultural Fit
• Role Models
• Some Homos
• Catch-22
• The Antimatter Pattern – Update
• Parlour Tricks
• We Know Not What We Do
• Emergence
• A Map To The Future
• How Not To Write A Scrum Master Job Description
• Framing the Antimatter Principle
• The Bees’ Knees
• I Am Your Therapist
• I Am Not Your Therapist
• Microservices In Embedded Systems
• What’s In It For Me?
• How to Develop Software – And Why Most Organisations Can’t
• Agile Competency Is A Crock
• Out Of House FlowChain
• As Simple As Possible
• Stuck
• Agile Consultancies Aren’t
• Dead Wood
• Twelve Signs Of A Great Agile Evangelist
• Ten Things to Stop Doing To Yourself
• No One Needs Effectiveness
• The Nature of the Problem
• NeedsFlow
• Attending To The Needs Of Others
• The Nine Obsessions of the Extraordinary Software Development Manager
• What’s A Good Job?
• The Antimatter Proposition
• Who I Am
• Antimatter And The Marshall Model
• Changing Ourselves
• Antimatter Stories
• Antimatter Recruiting
• Raising The Bar
• Managers Don’t Hate Agile
• A New Hope
• Why Familiar Was Europe’s First 100% Agile Software House
• What Is Agile Software Development?
• Drunk On Power
• A Bit About Organisational Effectiveness
• The Antimatter Why
• The Antimatter Manifesto
• Any Questions?
• We Can’t Talk About It
• Capability
• Twenty Years a Scrum Master
• Ten Benefits of Flow
• The Nature of the Challenge
• The Software Development Manager Role Is An Oxymoron
• You’d Have To Be Crazy
• The Specialism Meme
• Act Different
• Theories of Motivation
• More NoTesting
• Listening
• No Testing
• Death On My Mind
• Let The Team Make The Difference
• Producing Software Is Not The Purpose Of Software Development
• The Scrum Master Role Is a Huge Waste of Human Potential
• Workspaces
• Pay Me To Play
• Fixing Product Development
• Needs And Fulfilment
• This Rotten Edifice
• Are You Stuck?
• No Need To Learn
• Why Rightshift?
• Why Does Agile Fail?
• Changing Behaviours
• Changing Others?
• Product Development 101
• A Prayer For Effective Discussions
• Dancing With Entropy
• Them And Us
• Amanuensarian
• Write Your Own – Flow
• The Universal Scrum Master Failure
• Under Pressure
• Are You Sitting Comfortably?
• Quandary
• Joy in Work
• Here Comes The Plumber
• What An Effective Group Workshop Looks Like
• You’re Not As Effective As You Think
• A Digital Trail
• TDR – Test Driven Relationships
• Expectations
• Why Aren’t We Rich Yet?
• The Busy Managers’ Guide To Winning Big
• Subtle Signs It May Be Time To Call In The Therapist
• Holding The Space
• Compensation
• It’s All An Act
• I Don’t Want To Respect You
• Why Corporates Can’t Change
• Shifting Mindset – The ROI Is There
• The Antimatter Pattern
• No Projects
• Five Ways Agile Governance Can Help You Have More Fun
• What’s A Manager To Do?
• Six FAQs
• A Faster Workstation
• Antimatter Workshops
• Seven Changes To Improve Flow In Your Software Development Process
• Antimatter Standup
• Principles WTF
• 17 Ways To Piss Off New Hires Before They Even Start
• Insane
• Antimatter Story
• Tea Lady
• Minimum Viable Post
• Attending to Needs is All We Need
• GDS Design Principles – Improved
• I Pledge
• Organisational Transitions
• Mañana
• The Business Case For Organisational Psychotherapy
• Local Optima
• Want to be Great?
• Connections
• If At First…
• A Note of Caution
• The Balanced Team
• Using The Marshall Model
• Things We Could Be Doing
• The Words We Use
• I Didn’t Sign Up For All This People Shit
• The Future of Work
• Flow, Shmo
• Eight Ways Customer Value is Killing Your Business
• Can We Imagine?
• Objectives, Proclaimed vs Practised
• Can You Use A Scrum Master?
• Code Refactoring
• Core Practices for the Antimatter Principle
• Vital Conversations
• Dukkha
• What Are Values?
• The Antimatter Decision Filter
• Why Talking About Feelings Can Help
• I Don’t Want Agile Back
• We Have The Technology…
• Unbelievable!
• Engineering Excellence
• The Longer View
• Wolf Magic
• Different Worlds, Different Roads
• A Vocabulary for the Antimatter Principle
• Monkey Magic
• It’s Mutual
• Finding For ƒ
• Change, Kotter and Antimatter
• Our Mutual Friends
• What’s Wrong With Judgment?
• Community Matters
• The World As One
• An Open Letter To My Audience
• The People vs. System Conundrum
• Breadcrumbz
• For The Rational Folks
• Looking After Each Other
• Pointless
• What Are Needs?
• Who Needs Kanbans?
• Who Needs Retrospectives?
• The Tyranny of Method
• One Principle, One Agendum
• Silos and Tribes
• Poka-Yoking The Method
• A Finger Pointing at the Moon
• Roots
• A New Frame
• The Antimatter Principle – the Metaphor
• The Antimatter Principle
• Can’t Be Bothered
• Health Warning
• Bravery
• From Here to Eternity
• Playing with Other People’s Money
• Why Improvement
• The Management Violence Inherent In The Golden Rule
• Octavian and the Seven Sisters (Working Notes)
• Rightshifting and the Marshall Model – Class 101
• Coaching and Deming
• Per Diem
• Business Benefits
• Does Your Boss Care About You?
• Are You Sitting Comfortably?
• How Can We Do This Better?
• Forecasts, Estimates and Cost Accounting
• No More Stupid Punts
• A System of Continuous Improvement
• Chasing the Dragon
• Gaining Discipline
• Homogeneous Mindsets
• The Bailer’s Creed
• What is a Humane Relationship?
• Misery Loves Company
• The Power of Humane Relationships
• Bail or Bale?
• WIBNI
• Hyper-joyful
• The Same Old Way
• Slow Change
• Learning to Let Go
• Product Aikido
• Optionality – The Double-Edged Sword
• The Ethics of Change
• A Simple Business Case For Treating People Differently
• Three Books
• The Agile Path to Quality
• Manage As If You Meant It
• Intervention on People Issues is a Red Herring
• Stakeholder, defined
• Effective Product Development
• Baggage
• Nonviolent Inspiration
• Ambitions
• Product Development Flow
• Introducing Rightshifting
• What’s Wrong with the Project Approach?
• Nonviolent Management
• Nonviolent Meetings
• Business Doctrine
• Nonviolent Change
• Taking Vocabulary to Task
• Nonviolent Employment
• Bioteams
• Nonviolent Project Management
• Beware Eumemics
• Approaching Change
• What is Violence?
• Wax On Jerk Off
• Nonviolent Conferencing
• Overcapable
• Damning with Fulsome Praise
• The Ties that Bind
• Who Watches the Watchmen?
• Fellows of the Human Spirit
• How Likely is It?
• Memes of the Four Memeplexes
• Peter Picked a Peck of Profound Purpose
• The Next Revolution
• Developer Chops
• Agile Tour Riga 2012 Report
• Better Conferences – Revisited
• OrgCogDiss
• What Shall We Do with the Project Managers?
• Seven Reasons Why Every Business Needs a Therapist
• French Letters
• A Foolish Consistency
• The Organisation’s Therapy Experience
• The Organisational Therapist’s Experience
• Individual vs Organisational Psychotherapy
• Why Milk is Thicker than Water
• My Organisational Psychotherapy Toolkit
• Quackery, Snake Oil and Local Fixes
• Wolves or Shepherds
• All-time Top Posts
• Why Job Interviews Suck
• Business Technology Blog with the Telegraph
• Are You Brave Enough?
• Dreaming
• How to Map a Memeplex
• A Beginner’s Guide to Personal Integrity
• Faith
• Nonviolent Programming
• High Voltage
• Wanna See me Juggle?
• How to Be a Great Software Development Manager
• The Way of the Harmonious Spirit
• Progress with Nonviolent Communication
• Productivity
• Business 42.0
• Quantification vs Measurement
• Evidence, Vested Interests and Wishful Thinking
• Lean Agile Scotland 2012 – A Review
• How to Give Feedback
• Discipline
• Respect For People
• Just Two Questions
• Two Masters
• Just One Fix
• Medication, Meditation and other Analogies
• Hypotheses, Falsifiability and the Limits of First-World Science
• Conway’s Law Revisited
• Gateway Drug to Synergism
• If You Were a Car…
• Sticky Change
• There is no Organization, but…
• Planning to Flourish
• The CI Vaccine
• On the Radar
• Dumb Fraud
• Null-A
• Creating Sane Organisations
• Debate to the Death
• Speaking at Lean Agile Scotland 2012
• Why Does Agile Work?
• An Open Letter to the Project Management Community
• Barking Up the Wrong Tree
• Grassed Up
• Balkanisation
• Dare to Disagree
• Zen and the Art of Organisational Enlightenment
• Power, Hierarchies and other Dysfunctions
• Prod•gnosis in a Nutshell
• Babble
• The Advantage – A Book Review
• Leadership or Fellowship
• Stigma
• Vexation
• The Shrink is IN
• What is a Mindset?
• Perspectives on Rightshifting
• The Inductive Deductive Schism
• Make Bad Hires!
• Uncovering the Learning Habits of Leaders and Managers
• The Face of the Mind
• The Wedge and the Cheese
• Ten Lessons for World Class
• ScrumMaster or TaskMaster?
• Ackoff Contrasts Efficiency with Effectiveness
• Bugs Are a Signal
• Cognitive Easement
• Fellowship
• The Games People Play
• Wonga
• Sardines
• Skinny Dipping
• Promotion Commotion
• What Veiled Magic Hath the Question?
• Retrospectives – Wronger and Righter
• Focus
• So You Really Want to be an Agile Developer?
• Shifting and Drifting – Some Measures
• Swimming Against the Tide
• Mea Culpa
• What is Value?
• The Nine Principles of Organisational Psychotherapy
• Values Purpose and Meaning
• What are Non-Obvious Systemic Constraints?
• Fixation
• Wikipedia is Wonderful
• The Gravy Train Rolls On
• How to Communicate With Your Customers
• What Are You Worth?
• Value and Effectiveness
• We’re All Wasting Our Time
• Lay Off the Managers
• All Executives are Unethical
• Emotioneering at the BCS
• Pearls Before Swine
• The Familiar Credo
• This is Not a Blog Post
• Agile Development Doesn’t Work
• Kinky Agile Sex
• How to Spot a Lemon Consultant
• Better Customers
• Agile Blogging
• Better Business
• Better Conferences
• This Shitty Agile Compremise
• Why Directors Should Give a Damn About Culture
• Society and the Analytic Mindset
• On the Morality of Dissent
• Time For the Agile Old Guard to Retire
• The Agile Train is Heading for Radicalsville
• Agile Coaching is Evil
• Agile! Huuuh. What is it Good For?
• What Makes a Mindset?
• Agile – Circa 1997
• Project Charters and Social Contracts
• Mutual Learning
• What Makes a Great Software Developer
• Misconceptions of the Analytic Mindset
• Commercial or Progressive?
• Nice and Respectful
• Radical Leadership (redefined)
• Starting Out As I Mean To Go On
• Transitioning From Amplify.com Blog
• Coaching and Peer-instruction More Effective Than Teaching
• Clausewitz’s Concept of Friktion – Bungay’s diagram
• Software Kitchen Nightmares
• The Nature of Time-boxing
• PERMA and the Positive Business
• A Round-up of European Lean/Agile Conferences
• Applying Silent Grouping to Sprint Retrospectives
• Managing Costs Causes Costs to Rise
• The Carrying-Cost of Code: Taking Lean Seriously
• 10 Reasons CEOs Unwittingly Sabotage Innovation
• Microbes Swap Genes to Communicate; We Have the Option to Swap MEMEs to Communicate
• Critical Agile Memes
• Second London Rightshifting Unconference Report #LRU2011
• Rightshifting Recruitment
• Another Definition of Rightshifting
• Psychology of Change in Organisations
• Neuroscience of Rightshifting
• The Improvement ROI Sawtooth
• The Origins of the Marshall Model
• The Rightshifting Ethos
• Rightshifting Transitions (Part 2)
• Rightshifting Transitions (Part 3)
• Rightshifting Transitions (Part 1)
• The Many Roles in Software Projects
• Contextualising FlowChain
• A Great Example of the Synergistic Mindset
• There’s a Lot of it About (Bullshit)
• Employees’ Self-confidence – A Cinderella of Organisational Effectiveness
• Traditional vs “New” Management Thinking
• The Constant Tension Between Rightshift and Left-drift
• The Term “Analytic Mindset” Defined
• We’re All Human (Even CEOs)
• Does the Project Manager Have a Future in the World of Agile?
• In-band vs Out-of-band Change in Technology Businesses
• To Deliver the Project at Hand, or Improved Project-delivering Capability for the Future?
• Agile/Lean Principles Simply Will Not Scale
• #lru2010 Conference Report
• Would You Rather Not Know?
• Rightshifting and the Senior Management Pitch
• Delivering Software is Easy
• The State of Agile
• The Developer’s Job
• Agile. Necessary but not Sufficient.
• Bain on Business / IT Alignment
• The Teflon Consultants
• The Starting of Familiar
• Tom Gilb Laments the “10 Wasted Years of Agile”
• What Next for the Agile Community?
• The Nature of the Rightshifting Challenge
• Transcript of Email to @papachrismatts Explaining #Rightshifting
• Why Agile is No More (or Less) Than a Skunkworks
• Just Burning Toast and Scraping It
• Agile: Doing the Wrong Thing Righter
• “Coach as expert” vs “Coach as facilitator”
• Career Paths for Technical Folks
• Do Managers Need Deep Technical Skills?
• Commitment to Sprint Delivery vs Time-boxing
• A Personal Charter
• Pitching Agile – Some Lessons Learned
• My Forlorn Love Letter to Agile
• An Agile Koan – If You Meet Buddha on the Road, Kill Him