curiousducklab @curiousducklab

Fledgeling consultancy. There are no right decisions, only tradeoffs. The best we can do is pick which problems we want. Founded by @testobsessed curiousduck.io California, US Joined March 2020

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Beauty Of Nature 🌳 @ShouldHaveAnima

3 years ago

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curiousducklab @curiousducklab

3 years ago

In a resilient organization, the team is the agent of work, not the individual.

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curiousducklab @curiousducklab

3 years ago

If you want to go faster, create a sense of momentum instead of pressure.

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curiousducklab @curiousducklab

3 years ago

“We never get rid of problems. Problems, solutions, and new problems weave an endless chain. The best we can hope for is that the problems we substitute are less troublesome than the ones we ‘solve.’” – Donald C. Gause & @JerryWeinberg, Are Your Lights On?

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@norootcause.surfingcomplexity.com on Bluesky @norootcause

3 years ago

A good control system doesn't eliminate errors, it reduces the number of high-consequence errors – John Flach & Fred Voorhorst, A Meaning Processing Approach to Cognition.

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curiousducklab @curiousducklab

3 years ago

“activities of teaming—taking risks, confronting failure, & crossing boundaries—are anything but natural acts in large organizations…leadership is now more needed than ever before” – @AmyCEdmondson, Teaming: How Organizations Learn, Innovate, & Compete in the Knowledge Economy

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Sponge Bob Test Pants @RobMeaney

3 years ago

Simple approach to dealing with existing technical problems: 1. Add observability so that you can understand the problem deeply. 2. Add test coverage so that you can change quickly and safely. 3. Make the change you believe will address the problem. People often jump to step 3.

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curiousducklab @curiousducklab

3 years ago

If it’s worth doing, it’s worth doing well: cut scope, not corners.

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Sarah Drasner @sarah_edo

3 years ago

Creating clarity where there was previously confusion/chaos is one of the most valuable and underrated skillsets

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curiousducklab @curiousducklab

3 years ago

A true team has 3 things: * a mission that unites them * working agreements about how to execute * shared success or failure (no individual “wins” or “losses”) Missing 1 element? The team won’t function as effectively. Missing 2 or 3? It’s a group of individuals, not a team.

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[email protected] @SimplerMachines

3 years ago

Making technical choices based on copying successful businesses is making technical choices based on a random number generator. How good those tech choices were has almost *nothing* to do with whether the business was successful.

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curiousducklab @curiousducklab

3 years ago

Optimize for fast feedback cycles and you also optimize for learning.

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curiousducklab @curiousducklab

3 years ago

Working on another 2h workshop, this time about intentionally shaping engineering culture. No dictating one-size fits all 'good,' but rather calling out dimensions of culture like individual v. group orientation, and identifying tools to amplify the culture you want. Interested?

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curiousducklab @curiousducklab

3 years ago

“...until the software is integrated…you don’t really know what problems might be lurking, and until the software is actually in production, you don’t really know if it will solve the business problem.” – @mpoppendieck + Tom Poppendieck, Lean Software Development

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curiousducklab @curiousducklab

3 years ago

“The cumulative effect of being a little better at decision-making, like compounding interest, can have huge effects in the long run on everything that we do.” – @AnnieDuke, Thinking in Bets

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Ward Cunningham @WardCunningham

3 years ago

John offers solid advice to those who are quick to notice how things work. I add two more. 21. Don't start a conversation explaining that you are a "systems thinker". 22. Don't start your explanation with an incorrect description of a thermostat. therm.ward.bay.wiki.org

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Kent Beck 🌻 @KentBeck

3 years ago

You can't solve "productivity problems" with surveillance. Try purpose & alignment instead. More work. Subtler. You may have to level up your storytelling.

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curiousducklab @curiousducklab

3 years ago

"How can we manage production if we don't know what the demand, priorities, status of work in process, and resource availability are?...I'm kicking myself that I didn't ask these questions on my first day. Finally, I'm thinking like a manager." —The Phoenix Project @RealGeneKim

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curiousducklab @curiousducklab

3 years ago

The last currently scheduled session of Facilitation for Leaders is next Wednesday Oct 19. Only a few seats left! Tickets available here: buytickets.at/curiousduck/77…