Category: tools
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Same, same – but different …
The more tools, models, theories You get to know, the more they seem to address the same. And they are universal usable … remember the screw and the hammer! I collected some in my life so far. And suddenly I noticed similarities. Am I right?
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Teambuilding – the hard facts
What is a team in opposite to a group of co-workers? When do I need a Team? When it is time for Scrum? When should I use Kanban? What conditions are needed for Scumban?
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What Do You need?
What language do YOU need to get addressed?
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agiLE#9
agiLE#9 – Games Night Wir haben weitere Spiele ausprobiert und ein paar Premieren von Neuentwicklungen gehabt. Der Termin diente dazu, die Entwicklungen zu prüfen und Bildmaterial für eine Spieleplattform zu sammeln, die Conrad demnächst veröffentlichen wird.
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It is all about alignment!
Pulling on ropes could solve situations. Often that creates a knot if done unreflectedly from the beginning. How can You deal with it?
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Agile X-Mas
how to detox days around christmas – just use tools You already know.
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Tree of Requirements
At a client, I felt the need for structuring “requirements” we got from user interviews. In my opinion, the structure is already inside the topics and items. You just have to work it out (like Michelangelo said). So, how did the tree grow? Recently I referenced Lyssa Adkins’ tree of high performance at another client. […]
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Improve Your strength!
… by ignoring Your self-imagined weaknesses. Forget about SWOT, concentrate on SO – Strength and Opportunity! Safety, security and how they matter Weaknesses and threats are relevant as long as they regard safety and especially security. Threats exploit weakness to minimize efforts. Where is the difference between safety and security? Safety is protection from within […]
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Einfache Frage – größtmöglicher Wert: die Navigator-Frage
Es gibt in der “Coaching-Branche” ein oft wiederholtes Dogma: Es gibt keine “Best Practices”. Jede Organisation muss für sich selbst erarbeiten, wie sich ihre Teilnehmer am besten zueinander verhalten, um das Unternehmensziel zu erreichen. So weit, so richtig. Das setzt aber voraus, dass die Beteiligten genau wissen, was das Ziel der Organisation ist. Das wird […]