Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification

Lean startup methodologies, as defined by Steve Blank and Eric Ries, are also an alternative to waterfall-like approaches to business planning. There are simply too many untested assumptions in product development and customer discovery to have a reasonable prediction of features, including customer ability and willingness to pay, readiness of supp

Slowification helps us create better approaches to situations instead of repeatedly exercising old habits and routines. A common objection to slowification is that maintaining operational tempo is the highest, even overwhelming, priority. But, as is warned in Ecclesiastes 10:10, “If the ax becomes dull and he has not whetted the edge, he must exert

Dr. Diane Vaughan’s concept of “normalization of deviance” similarly highlights the risks of diminishing signals that something is amiss. In her work, it’s not so much someone with more authority deliberately silencing those with less; it’s more people becoming conditioned to accept as normal what once was not. Nevertheless, the effect is the same:

For developmental leaders, the limitations are not resources but useful knowledge about what to do with the resources that are available and how and why to get it done. In other words, the limitation is lack of knowledge (ignorance), (row a in Table A.1), for which the corrective action is creating and utilizing conditions in which it’s far easier

Coupling and coherence are important, not just for Gene and Steve trying to move a couch or Maggie Taraska landing safely. Look around your own work environment and assess whether you are wired to win or not. Have many people have been placed into the same group arbitrarily, when the problems they’re dealing with are not tightly coupled? If so, thi

the common issue across all situations is creating conditions in which people’s ingenuity can be liberated for its best possible use.

Dr. Diane Vaughan’s concept of “normalization of deviance” similarly highlights the risks of diminishing signals that something is amiss. In her work, it’s not so much someone with more authority deliberately silencing those with less; it’s more people becoming conditioned to accept as normal what once was not. Nevertheless, the effect is the same:

The research for the State of DevOps Reports from 2013 to 2019 was a cross-population study that spanned over thirty-six thousand respondents over six years. It showed that architecture determined if it was possible for teams to:58 •make large-scale changes to the design of the system without the permission of someone outside the team or depending

For developmental leaders, the limitations are not resources but useful knowledge about what to do with the resources that are available and how and why to get it done. In other words, the limitation is lack of knowledge (ignorance), (row a in Table A.1), for which the corrective action is creating and utilizing conditions in which it’s far easier