Knowledge sharing and creative environment

Editor's Notes

• #3: Sprint Planning – visibility to everyone, everyone taking part, enforce s planning & future thinking Daily Scrum - whole team status visible, concerns are shared, solution proposed by whole team, improve communication Sprint Review – feedback on progress, improvment towards goals, demonstration of „Done”, external feedback loop Sprint Retrospective – feedback on team, methodology, people, relationships, process, and tools; Identify and order the major items that went well and potential improvements, identify improvments, collaboration loop
• #4: Team self-organizing – requires exchange of ideas Teams is cross-functional – different set of skills no titles – promotion of openess, employee does not dare to report any problems to the boss in very hierarchical structures no sub-teams – enforcment for skills difussion role of Scrum Master - coaching Dev Team in environment coaching Organization about Team causing changes for increase productivity encourage for improvments protecting the team Product Backlog – visibility of context Sprint Backlog – visibility of progress
• #5: transparency – prerequisite for loops, requires minimal data collection, team performance/struggling is visible giving the option to correct by stakeholders Inspection – frequent review of current work & state gives the team ability to creative change Adaptation - it is critical to make changes and adapt to the new ideas, information, and current environment of the work
• #7: Trust is the basic tenant for all relationships, so building an environment of trust is one of the most important things you can do to create a positive work environment. It's a philosophy that must be demonstrated in everything you and your collegues do. Trust is about doing what you say you are going to do and being who you say you are. It will take some time for your team members to learn that you are a person of your word. If they see that you are consistent you will build trust, but if they see your words don't match your behaviors their trust in you will be destroyed. The unfortunate thing about trust is that it takes a long time to build, but it's very fragile and will break easily. Once broken, it takes an even longer time to regain, and it may never be fully rebuilt. Therefore, it is of primary importance that you are aware of all your words and behaviors and insure that they are worthy of your employees' trust.   Reference: http://www.insidejobscoach.com/print_files/ten_ways.htm
• #8: # each employee needs to feel valued. This is best accomplished through listening to each person and honoring each one for what s/he has to say. By doing this you will respect every individual. meet team members and discuss your organization's philosophy, values, mission and goals. share ideas and thoughts on how they individually and as a team can help to exemplify these. share work ethic, commitment to the job and facility, and your values. # open personality (listening other opinion/already set the mind?) http://en.wikipedia.org/wiki/Big_Five_personality_traits Source: #1 http://www.insidejobscoach.com/print_files/ten_ways.htm
• #9: There is a concept called 'The Self-Fulfilling Prophecy' which states that people generally will perform in the way others expect them to perform. So, if you have high expectations for your collegues, treat them as if they are capable, competent people and expect them to function as such, they will rise to the occasion and be the excellent as you see them to be. However, if you micromanage them, expect them to be mediocre and treat them as if they can't function well on their own, that is the behavior they will give you Source: #1 http://www.insidejobscoach.com/print_files/ten_ways.htm Expectations can work as an inner push, but not if taken to levels of perfectionism. Expectations can be helpful as fuel, unless you are drowning yourself in them which is too harsh on the inner spirit. It’s difficult to keep desires balanced and ignited at the same time. http://therapyideas.net/depression.htm
• #10: needs to feel belonging to group supportive work group attitude of cooperation rather than competition every person plays an important role team members recognize and appreciate each other for the unique skills Source: #1 http://www.insidejobscoach.com/print_files/ten_ways.htm
• #11: positive feedback strengthens motivation appreciation allows risk and testing new method acceptance reduces the failure discomfort
• #12: physical environment on is clean, bright, attractive and cheerful. Make sure it has as much natural light as possible, and that each staff member has room for their own personal space. (basic needs of Maslov pyramid to allow jump on another layer) Source: #1 http://www.insidejobscoach.com/print_files/ten_ways.htm
• #13: make your workplace feel happy and festive find reasons to celebrate together, such as birthdays, birth of a baby or grandchild, moving into a new house, etc., and having small parties to celebrate these events. If possible provide a cake, and put up a sign or banner in the break Source: #1 http://www.insidejobscoach.com/print_files/ten_ways.htm #2 http://paulwebster.me/tag/work-from-home/
• #14: Source: #1 Innovation in Cultural Systems Contributions from Evolutionary Anthropology by Michael J. O’Brien and Stephen J. Shennan
• #15: Ref #1 Passionate Programmer – Chad Fowler
• #16: http://web.mit.edu/newsoffice/2011/twitter-growth-research-1221.html ,
• #17: Source: #1 http://en.wikipedia.org/wiki/Cultural_learning
• #19: * avoid using slang and idioms,* listen carefully and, if in doubt, ask for confirmation of understanding (particularly important if local accents and pronunciation are a problem),* investigate person culture's perception of your culture by reading literature about your culture through their eyes before entering into communication with them,
• #20: definition #1: tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others.  Human Motivation, 3rd ed., by Robert E. Franken
• #21: http://williamgill.de/2013/06/09/what-stalin-learned-about-incentives-and-how-most-companies-are-still-doing-it-wrong/?utm_content=buffer90ee5&utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer Innovation requires time, effort and resources… resources that would necessarily have to be taken away from producing output for the monthly target. As a result, little extra effort was invested in innovative creative idea creation. Furthermore the monthly targets kept people focussed very much on the present, where innovation necessarily requires investing today in things that will not pay off until tomorrow or next year.  everyone believes in what you are trying to achieve, and is motivated intrinsically by the challenge, the vision, and the passion to win? http://99u.com/articles/14599/the-5-most-dangerous-creativity-killers
• #22: # Middle size German companies (Middlestand ecosystem)
• #23: Source: #1 http://en.wikipedia.org/wiki/Dual_process_theory
• #24: http://en.wikipedia.org/wiki/Holon_(philosophy)