
Management 3.0: Leading Agile Developers, Developing Agile Leaders
- 2010 г.
- 9780321719041
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But the more you’re imposing them as fixed rules, the more you are constraining the innate rulemaking capabilities of your team members. And then they have lost the ability to be really Agile.
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And so we have identified three responsibilities for a manager when setting up constraints in an organization: 1) developing the system; 2) protecting the system; and 3) directing the system
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Directed self-organization in businesses is a matter of manipulating the constraints so that a group of people produces results that are valuable to the organization as a whole.
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The universe itself is a boundary. Our planet forms a boundary. Natural resources form boundaries. And cultural constraints in a group of people also form a boundary. What we can learn from this is that there’s always plenty of opportunity for self-organization to take place, and quite often at least something will emerge from that.
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Your job is to make sure that the people can create their own rules together. And it’s their collaborative effort that allows the system to find its own way to the edge of chaos.
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