Sublime

As a leader, this should leave you with the following questions about your own organization and social circuitry: In performance, are difficulties, glitches, deviations, and departures called out once seen, swarmed to be contained (stabilized), and solved? And are the lessons learned shared and otherwise systematized for future use?

The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.”*

Capers Jones, writing first in a series of memoranda and later in a book, offers a penetrating insight, which has been stated by several of my correspondents. "NSB," like most writings at the time, was focused on productivity, the software output per unit of input. Jones says, "No. Focus on quality, and productivity will follow."[20] He argues that

The dilemma is a cruel one. For efficiency and conceptual integrity, one prefers a few good minds doing design and construction. Yet for large systems one wants a way to bring considerable manpower to bear, so that the product can make a timely appearance. How can these two needs be reconciled? Mills's Proposal A proposal by Harlan Mills offers a

To see this in action, consider the following: 1. Version control isn’t really that important if you have a good architecture and two people never have to touch the same file. 2. We don’t write unit tests because our developers spend extra time inspecting the code after they’ve written it. 3. Yeah, we don’t do a lot of Java here, but you can do