This comic was based on this essay from Augusten Burroughs: How to live
unhappily ever after. In addition to the essay, I highly recommend
reading his books. It's also been described in psychology as flow.
Distributed teams are where people you work with aren’t physically co-located, ie. they’re at another office building, home or an outsourced company abroad. They’re becoming increasingly popular, for DevOps and other teams, due to recruitment, diversity, flexibility and cost savings. Challenges arise due to timezones, language barriers, cultures and ways of working. People actively participating in Open Source communities tend to be effective in distributed teams. This session looks at how to apply core Open Source principles to distributed teams in Enterprise organisations, and the importance of shared purposes/goals, (mis)communication, leading vs managing teams, sharing and learning. We'll also look at practical aspects of what's worked well for others, such as alternatives to daily standups, promoting video conferencing, time management and virtual coffee breaks. This session is relevant for those leading or working in distributed teams, wanting to know how to cultivate an inclusive culture of increased trust and collaboration that leads to increased productivity and performance.
What happens when two monkeys are paid unequally? Fairness, reciprocity, empathy, cooperation -- caring about the well-being of others seems like a very human trait. But Frans de Waal shares some surprising videos of behavioral tests, on primates and other mammals, that show how many of these moral traits all of us share.
Founder's syndrome (also founderitis) is the difficulty faced by organizations where one or more founders maintain disproportionate power and influence following the effective initial establishment of the organization, leading to a wide range of problems. The passion and charisma of the founder(s), sources of the initial creativity and productivity of the organization, become limiting or destructive factors. The syndrome occurs in both non-profit and for-profit organizations. It may simply limit further growth and success of the project, or it may lead to bitter factionalism and divisions as the scale of demands made on the organization increases, or it may result in outright failure. There are ways in which a founder or organization can respond and grow beyond this situation.
The Peter principle is a concept in management developed by Laurence J. Peter, which observes that people in a hierarchy tend to rise to their "level of incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. The concept was elucidated in the book The Peter Principle (William Morrow and Company, 1969) by Dr Peter and Raymond Hull.
Benevolent dictator for life (BDFL) is a title given to a small number of open-source software development leaders, typically project founders who retain the final say in disputes or arguments within the community. The phrase originated in 1995 with reference to Guido van Rossum, creator of the Python programming language. Shortly after Van Rossum joined the Corporation for National Research Initiatives, the term appeared in a follow-up mail by Ken Manheimer to a meeting trying to create a semi-formal group that would oversee Python development and workshops; this initial use included an additional joke of naming Van Rossum the "First Interim BDFL". Van Rossum announced on July 12, 2018, that he would be stepping down as BDFL of Python.
Getting to Yes: Negotiating Agreement Without Giving In is a best-selling 1981 non-fiction book by Roger Fisher and William L. Ury. Subsequent editions in 1991 and 2011 added Bruce Patton as co-author. All of the authors were members of the Harvard Negotiation Project. The book made appearances for years on the Business Week bestseller list. The book suggests a method called principled negotiation or "negotiation of merits".