Sunday, April 26, 2009

Kitap: Becoming a Technical Leader

Etkin problem çözen bireylerin ve ekiplerin oluşturulması ile ilgili ipuçlarını anlatıyor Becoming a Technical Leader, Gerald M. Weinberg, 1986:
[p.22] Many children have never known the ecstasy of having one of their ideas heard, let alone used to solve a problem. After a while, they stop trying to work with ideas. Some of them grow up trying to stop others.

[p.29] More important than the clever idea is creating an environment where the right idea for solving the problem will be recognized when it comes along.

[p.40] In order to climb, you must leave the sure footing, letting go of what you already do well and possibly slipping downward into a ravine. If you never let go of what you already do well, you may continue to make steady progress, but you'll never get off the plateau.

[p.44] Instead of feeling anxious, defensive, and worthless, I felt excited, creative, and capable of coping with almost everything. To achieve this kind of metalearning, you have to survive the first ravine. Not everyone has sufficient motivation, or can take the emotional shock.

[p.65] The only way we can see ourselves is through other people.

[p.80] I don't know what you need to learn about yourself, and chances are you don't either. That's no excuse for not keeping a journal. In fact, it's the best reason to keep one.

[p.86] To anyone who isn't blinded by the threat/reward model, the world is overflowing with ideas. In fact, every mistake is a new idea, if seen by a mind prepared to use it.

[p.89] The emphasis on competition ... can create individuals who believe that it's desirable to be the smartest, and the emphasis on tests can inculcate the idea that there is one and only one right answer to everything.

[p.111] We tend to think that our messages are perfectly clear, but you can generally assume something will be lost in every reception. The same applies when you are on the receiving end. You never get exactly what was sent.

[p.125] When things don't go according to plan, only the adaptability of people can rescue the operation.

[p.127] If you are a leader, the people are your work. There is no other work worh doing.

[p.135] If people don't want your help, you'll never succeed in helping them, no matter how smart or wonderful you are.

[p.190] Encourage others to use facts and logic before changing their minds.

[p.190] Consesus teams may be slow when they first form, but tend to become superfast once team members get to know each other.

[p.201] Regarding people as if they were machines is another big obstacle to effective organization... when carried too far it leads to ever-expanding books of standards and procedures as the basis for organization; and as the books grow in precision, they diminish in effectiveness. Nobody ever takes the time to read them, let alone follow them. The leader who is busy organizing through written procedures and memos soon loses touch with the people who are supposed to be following them.

[p.204] In the most effective organizations, everyone is solving problems and making decisions, as required to get the job done.

[p.236] By and large, technical workers tend to be stronger on the planning side than the personality side ... That's why computer programmers are so happy working with their machines: Personality doesn't influence computers.

[p.236] If you really can't stand being tested, you should stay out of leadership roles.

[p.252] have to let them make mistakes. It's part of the price you pay, and it's more efficient in the long run.

[p.273] ...three questions [before taking the lead]: 1. Whay do I want to do this? 2. What assets do I have to contribute? 3. What liabilities do I bring?

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