Entries by Don

Context is Everything

Today I had the opportunity to remember that “context is everything”. Hurricane Frances continues her slow crawl up the eastern United States. It started raining here in North Carolina yesterday (Tuesday 2004.09.07). This morning my radio crackled with reports of accidents and emergencies. Fortunately, none were in our response area. Then the pager tones sounded. […]

Learning to Change

In Changing Quicker we looked at reducing or removing system delays to reduce the time delay between realizing a change needs to be made, and when the change’s effects occur. Another way to change quicker involves learning to change. Learning is a process that depends on experience and leads to long term changes in behavior potential.

Changing Quicker

Will reorganizing every two weeks lead to stable software processes? What conditions would enable this to happen? When should we schedule the next change?

Change is Good

Several years ago I found out that I was not really in charge of everything, or in control of very much. This lead me to

Don’s Dismal Dilemma: How will I achieve my goals, when I’m not in charge or control?

Change and Stable Systems

“Change quotients” prompted one particular thought – since I’m usually the person recommending a change, I tend to be more sensitive to lower quotients than mine. Yet, I do recall one organization which had an intrinsic change quotient which apparently exceeded mine – they reorganized every two weeks, more or less. 🙂

Change Quotients

Some wag said, “The only person who likes change is a wet baby.” Another favorite is “Everyone likes change, when someone else is doing it.”

If change is so inevitable, why do people, teams and organizations experience so much difficulty changing? We should be good at it!

Shifting the Burden – Whose Monkey is it?

“Don, the software’s locked up again! Can you come up here tomorrow and fix it?” George was on the other end of the conversation. George and I had started working together when his employer moved a production line from Florida to Virginia.

No Exit

The more he thought about it, the more he felt trapped. The more trapped he felt, the more he wanted out. The more he wanted out, the more he felt trapped. And around, and around his feelings traveled in a vicious circle of trapped and wanting out. But there wasn’t anyway out.

How Did This Happen?

I’m not surprised when the first words I hear are “Something’s wrong, can you come and take a look?” What did surprise me was Saturday and at home.