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kme : management   48

Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE - YouTube | https://www.youtube.com/
Psychological safety is a belief (in fact it's expected) that one will not be punished or humiliated for speaking up with ideas, questions, conerns, or mistakes.
workplace  leadership  management  teambuilding  teamwork  teams  video 
july 2019 by kme
Another Side of #MeToo: Male Managers Fearful of Mentoring Women - The New York Times | https://www.nytimes.com/
“A number of men have told me that they will avoid going to dinner with a female mentee, or that they’re concerned about deploying a woman solo on-site with a male,” Ms. Milligan said. “People are concerned and have questions.”

“If we allow this to happen, it will set us back decades,” Ms. Milligan said. “Women have to be sponsored by leaders, and leaders are still mostly men.”

The main focus now, she said, is education. When male executives tell her that they are considering deliberately avoiding women, she tells them bluntly that would be illegal. “Just replace the word ‘woman’ with any minority,” she said. “Yes, you have to talk about the right kind of behavior, but you can’t stop interacting with women.”
leadership  gender  workplace  management  mentoring 
february 2019 by kme
The Biases That Punish Racially Diverse Teams | https://hbr.org/
One possibility for this failure is that the purported benefits of diversity are more hype than reality, but that’s unlikely given the ample research that speaks against this claim. Racially diverse groups of jurors exchange a wider range of information during deliberations than racially homogeneous groups, for example. Diverse groups of traders are less likely to make inaccurate judgments when trading stocks. Gender diversity in top management teams improves firm performance, especially when innovation is a strategic focus. And our own past research helped establish the fact that the mere presence of diversity can lead groups to work harder, share unique perspectives, be more open to new ideas, and perform better, especially when groups need to share information and resolve differences of opinion.

The findings were striking. When reading a transcript with pictures revealing the group’s composition, racially diverse teams were perceived as having more relationship conflict than homogeneous ones. And they were less likely to receive additional resources because of these biased perceptions of conflict — even though the objective content of the group interaction was exactly the same.

Diverse groups were perceived as having more relationship conflict, and because of this, financial resources were less likely to be given to them than to homogeneous groups. The diverse groups were handicapped, potentially derailing future success.

So what can organizations do to combat this bias against diverse groups? At a basic level, an important first step is to cultivate an awareness of this bias in those responsible for evaluating diverse teams. [...]

Second, managers should rely upon clear standards of performance set before — not during — group observation instead of making performance and resource determinations in the middle of the process. [...]

Finally, a little advice for the diverse teams themselves: You have to play offense and ensure that managers see and value when things are going smoothly on the team.
teamwork  collaboration  diversity  multiculturalism  bias  racialbais  management 
december 2018 by kme
software industry - Constantly pulled onto different tasks/projects, becoming exhausted - The Workplace Stack Exchange
Everything you've described is completely normal. But there's an even more important way to look at it: Your actual jobs is in fact to be able to balance all the shouting and deadlines, and get stuff done. If you look up "programmer" in the dictionary, it says "Person who balances ridiculous amount of erratic shouting and deadlines, and gets stuff done." As a small footnote it says "understands some Pascal syntax". That is your job. By all means get a new job, as aaron says doing so is trivial, but it will be exactly the same!

The "problematic team" clearly has an indomitable Will to Failure. No help you provide will change anything for them, therefore providing them with 1/4 as much help, after a 24 hour delay, will have no actual cost at all. In an ideal world, you would set up an autoresponder in Outlook to reply to all their emails with obscene ASCII art and then bin the emails unread. For reasons I can't comprehend, that's considered unacceptable in corporate life, but don't drop everything. Politely tell them you'll get to it tomorrow and put it out of your mind. Everybody has priorities. Enforce yours.
management  workplace  programming  jugglingchainsaws 
june 2017 by kme
How I learned to program
This also seems to be true for most people I know. For example, something I’ve seen a lot is that a friend of mine will end up with a manager whose view is that managers are people who dole out rewards and punishments (as opposed to someone who believes that managers should make the team as effective as possible, or someone who believes that managers should help people grow). When you have a manager like that, a common failure mode is that you’re given work that’s a bad fit, and then maybe you don’t do a great job because the work is a bad fit. If you ask for something that’s a better fit, that’s refused (why should you be rewarded with doing something you want when you’re not doing good work, instead you should be punished by having to do more of this thing you don’t like), which causes a spiral that ends in the person leaving or getting fired. In the most recent case I saw, the firing was a surprise to both the person getting fired and their closest co-workers: my friend had managed to find a role that was a good fit despite the best efforts of management; when management decided to fire my friend, they didn’t bother to consult the co-workers on the new project, who thought that my friend was doing great and had been doing great for months!
education  programming  careerpath  learning  workplace  management 
april 2017 by kme
No Time to Be Nice at Work - The New York Times - http://www.nytimes.com/
Technology distracts us. We’re wired to our smartphones. It’s increasingly challenging to be present and to listen. It’s tempting to fire off texts and emails during meetings; to surf the Internet while on conference calls or in classes; and, for some, to play games rather than tune in. While offering us enormous conveniences, electronic communication also leads to misunderstandings. It’s easy to misread intentions. We can take out our frustrations, hurl insults and take people down a notch from a safe distance.


To be fully attentive and improve your listening skills, remove obstacles. John Gilboy told me about a radical approach he took as an executive of a multibillion-dollar consumer products company. Desperate to stop excessive multitasking in his weekly meetings, he decided to experiment: he placed a box at the door and required all attendees to drop their smartphones in it so that everyone would be fully engaged and attentive to one another. He didn’t allow people to use their laptops either. The change was a challenge; initially employees were “like crack addicts as the box was buzzing,” he said. But the meetings became vastly more productive. Within weeks, they slashed the length of the meetings by half. He reported more presence, participation and, as the tenor of the meetings changed, fun.
workplace  management  distraction  workculture  culture  america 
november 2015 by kme
Dilbert's Salary Theorem
Given:

Power = Work / Time and,
Knowledge is Power

Substituting knowledge for power, we obtain: Knowledge = Work/ Time

If time = money, then: Knowledge = Work/ Money

Solving this equation for money, we obtain:

Money = Work/ Knowledge

Therefore, as knowledge approaches zero, money approaches infinity, regardless of the amount of work done.
Conclusion: the less you know, the more you make.
dilbert  comedy  employment  management 
january 2015 by kme
Your team should work like an open source project
Open Source Constraints
* It's electronic
* It's available (they all have URLs)
* Asynchronous (can't really interrupt people)
* Lock free (DVCS) - developers don't have to "synchronize" on a manager
github  culture  management  process  teamwork  video  community 
october 2014 by kme
Optimize for Happiness
A side effect of bootstrapping a sustainable company is what I like to call infinite runway. This is another element of optimizing for happiness. With venture backed endeavors you generally find that during the first several years the numbers in your bank account are perpetually decreasing, giving your company an expiration date. Your VCs have encouraged you to grow fast and spend hard, which makes perfect sense for them, but not necessary for you. Not if you're trying to optimize for happiness.

VCs want to see quick success or quick failure. They are optimizing for money. There's nothing wrong with that as long as you want the same things they do. But if you're like me, then you care more about building a kickass product than you do about having a ten figure exit. If that's true, then maybe you should be optimizing for happiness. One way to do this is by bootstrapping a sustainable business with infinite runway. When there are fewer potentially catastrophic events on the horizon, you'll find yourself smiling a lot more often.
github  entrepreneurship  business  startup  happiness  management 
october 2014 by kme
Parkinson's law of triviality - Wikipedia, the free encyclopedia
Parkinson's law of triviality, also known as bikeshedding or the bicycle-shed example, is C. Northcote Parkinson's 1957 argument that organizations give disproportionate weight to trivial issues. Parkinson demonstrated this by contrasting the triviality of the cost of building a bike shed to an atomic reactor. The law has been applied to software development[1] and other activities.
idiom  management  business  somebodyslaw 
june 2014 by kme
Parkinson's law - Wikipedia, the free encyclopedia
Parkinson's law is the adage that "work expands so as to fill the time available for its completion".
management  idiom  somebodyslaw 
june 2014 by kme
BraceLand — The GitHub Debacle and Why Holacracy is Bullshit
The problem with management isn’t managers, the problem with management is bad managers. And it’s not hard to imagine that people who don’t understand how power works aren’t going to be very good managers.
management  github  siliconvalley  tech  culture  criticism 
march 2014 by kme
managers are awesome / managers are cool when they’re part of your team (tecznotes)
This bothered me a bit when I heard it last summer, and it’s gotten increasingly more uncomfortable since. I’ve been paraphrasing this part of the talk as “management is a form of workplace violence,” and the still-evolving story of Julie Ann Horvath suggests that the removal of one form of workplace violence has resulted in the reintroduction of another, much worse form. In my first post-college job, I was blessed with an awesome manager who described his work as “firefighter up and cheerleader down,” an idea I’ve tried to live by as I’ve moved into positions of authority myself.
management  github  business  organization  culture  holacracy 
march 2014 by kme
Jokes: What are some of the most profound jokes ever? - Quora
A man is flying in a hot air balloon and realizes he is lost. He reduces height and spots a man down below. He lowers the balloon further and shouts: "Excuse me, can you tell me where I am?"

The man below says: "Yes, you're in a hot air balloon, hovering 30 feet above this field."

"You must be an engineer" says the balloonist.

"I am" replies the man. "How did you know."

"Well," says the balloonist, "everything you have told me is technically correct, but it's no use to anyone."

The man below says "you must be in management."

"I am" replies the balloonist, "but how did you know?"

"Well," says the man, "you don't know where you are, or where you're going, but you expect me to be able to help. You're in the same position you were before we met, but now it's my fault."
funny  joke  engineering  management 
august 2013 by kme
Revenge of the Nerds

That sounds like a joke, but it happens so often to varying degrees in large programming projects that there is a name for the phenomenon, Greenspun's Tenth Rule:

Any sufficiently complicated C or Fortran program contains an ad hoc informally-specified bug-ridden slow implementation of half of Common Lisp.
phb  lisp  programming  java  management  perspective  technology  opinion  essay  interesting  history  thewaythingswere 
march 2013 by kme
WindowDragon
Allows X/wm-style window resizing and dragging by adding an (Unsanity) APE. Unfortunately, no longer works on Intel Macs lacking Rosetta (post 10.6). Try Flexiglass (http://nulana.com/flexiglass --not free) instead.
solution  mac  osx  utility  software  annoyance  window  management  rightmousebuttonresize  aerosnap 
december 2009 by kme

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