Archive for project management

avoid group think technique

  • Note down ideas, together in silence (5 mins)
  • Self Edit (2 mins)
  • Share and capture on the board (5 mins)
  • Vote, individually and quietly (2-5 mins)
  • Share and capture, short precise not sales pitches, mark board (2-5 mins)
  • Decide, owner/leader chooses not group. Votes = input in to discussion 
  • Rejoice…

Why does it work?

  • Quiet time to think
  • Parallel is better than serial
  • Voting commitment

http://www.fastcodesign.com/3034772/innovation-by-design/note-and-vote-how-google-ventures-avoids-groupthink-in-meetings 

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the closer we get to the goal, the more motivated we become

"One’s motivation to reach a goal increases as one’s distance from the goal decreases," Heidi Grant Halverson writes in HBR.

It’s the Goal Looms Larger Effect: The closer you are to a goal, the more it dominates your thinking and receives more of your ever-more-scarce attention–which is why mice closer to cheese or salespeople close to sales goals or reporters closer to deadline suddenly get so dedicated.

http://www.fastcompany.com/3016093/work-smart/5-things-you-dont-realize-about-how-you-spend-your-time

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craft a scary story

“Success leads to complacency. “Your job is to create paranoia about what is coming around the corner. You’ve got scare the bejeezus out of everyone.”

http://www.fastcompany.com/3002406/jack-welch-leadership-crash-course

As a leader, compliment the vision with a little fear to spice it up, and keep a sense of urgency.

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outcomes, PAM

“What managers really need is for people to “do whatever it takes in the conditions encountered” to get required results. This is most likely to occur when people are assigned clear, significant outcomes, they have autonomy to make decisions that impact their results, they have a chance to grow and develop their skills, and they have success that is captured by documented results.”

http://www.leaderpoint.biz/management-matters/Management_Matters.htm

PAM … Purpose, Autonomy & Mastery

http://www.danpink.com/drive

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quality needs four things

To achieve quality in something requires;

  • quality people
  • insightful thinking
  • great execution on details
  • just enough time

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if you can’t do it tomorrow…. you won’t be able to do it next week

“Yes . . . Damn!” effect, as it’s been dubbed by Gal Zauberman and John G. Lynch Jr., who are professors of marketing at the Wharton School at the University of Pennsylvania and the University of Colorado at Boulder, respectively. This occurs when we agree to a future commitment in the belief that we’ll have more free time later than we do now — and then, when it comes due, discover we still don’t have time for it.

http://tierneylab.blogs.nytimes.com/2009/12/28/procrastrinating-pleasure/

from http://itunes.apple.com/us/itunes-u/arming-the-donkeys/id420535283

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directly responsible individual

Apple’s term for the owner of something – who is the directly responsible individual DRI.

This concept helps to drive accountability, and combat diffusion of responsibility

http://genecloud.wordpress.com/2011/01/28/diffusion-of-responsibility/

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