Podcasts about self organizing

In this episode, Bob'nJoyce rift on the merits and relevance of creating self-organizing communities. Whether it be in the fabric of an organization's culture or a one-time intervention, taking a decentralized approach for problem solving, co-creation, and vitality works. In this episode we asks as many questions as we answers so buckle up because we need you on this topic. We touch on: How self-organizing unleashes tapped down energy and promotes engagement. The importance of trust that communities will get it right Working through the panic that this might just not work How to embrace a decentralized approach in a hierarchical, top-down organization. Come on in. Grab a snack. Welcome!

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In this episode of Affectively Alicía interviews Ria Baeck, a long-term self-organising, collective presencing, and trauma-informed practitioner, as well as a coach and therapist. We go back to the basics of hosting and self-organising by diving into “Circle Practice”. Ria walks us through the basics, common-pitfalls, dos and don'ts and we explore together the role of emotions in this key collective practice.  It was a treat for me to go through this sort of gentle and deep masterclass. It's always good to review some “basics” and, especially, when such a simple format can hold and offer so much depth and complexity. It's always a learning process. The research for this podcast has received support from project Cosmolocalism, funded by the European Research Council under the European Union's Horizon 2020 research and innovation programme (grant agreement No 802512) and hosted by the Ragnar Nurkse Department of Innovation and Governance, Tallinn University of Technology.

Freddie Brown Jr: Self-Organizing For Success, How Agile Teams Need to Define and Accept Roles and Responsibilities Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. This segment features Freddie discussing challenges faced by a team with undefined roles and blurred responsibilities. He recalls an experience where QA personnel doubled as Scrum Masters, leading to role confusion. Freddie emphasizes the effectiveness of the RACI matrix in clarifying roles and responsibilities. He advises fostering discussions where teams define their own roles, thereby encouraging self-organization and clear understanding of each member's duties. Featured Book of the Week: Whiteboard: Business Models That Inspire Action by Daren Martin In this segment, Freddie discusses how "Whiteboard" by Derrin Martin profoundly influenced his approach as a Scrum Master. The book, renowned for its models that inspire action, offers simple yet powerful explanations on driving organizational change. Its use of illustrations effectively conveys messages, with a key takeaway being the philosophy of striving to improve by 1% daily.   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Freddie Brown Jr. Meet Freddie Brown Jr, the Agile Genie! With a magic brain that grants your corporate wishes faster than Aladdin's lamp, he transforms chaos into strategic brilliance. He's the genie you never knew you needed, making agile dreams come true – all with a sprinkle of humor that's truly magical!

Joscha Bach is a cognitive scientist and AI researcher. We talk about our relationship with & models of reality, creativity and curiosity, animism and self-organizing software, stages of development, and more. — (01:25) The dream world; how we interact with & perceive reality (03:49) Fear (05:16) Self, consciousness, & awareness (08:10) We're a coarse pattern on top of base reality (11:13) Presence & perceptual windows (12:16) Is this model mechanistic & reductionist? (13:50) Life exists to minimize free energy (16:47) What makes us different from other sentient beings & structures (20:35) Creativity: self-transformative exploration (23:40) Curiosity as uncertainty reduction (29:20) Exploration vs. exploitation (32:45) Combating social norms & conditioning; being a nerd (35:18) Knowing which models to update (37:56) Being a creator; being able to build & maintain (43:21) Everything can be understood (44:13) Animism; everything is self-organizing “software” (48:48) Natural vs. human-created “software” (50:57) AGI vs. natural intelligence (55:15) Limited by the locality of our sensory inputs (56:33) Stages of lucidity & development (01:03:35) Convergence of global traditions (01:09:40) Issue with Buddhism (01:14:16) Where does the animism and software arise from? (01:17:58) Building a coherent world, together — Joscha's Twitter: https://twitter.com/Plinz Joscha's Substack: https://joscha.substack.com/ Personal Site: http://bach.ai/ Spencer's Twitter: https://twitter.com/SP1NS1R Spencer's Blog: https://spencerkier.substack.com

Happy 2024! I'm back to work after a long end-of-year company shutdown. I hope your 2024 has been wonderful so far.Late last year, I recorded an Agile Mentors podcast episode about agile leadership with my colleague, Brian Milner. I started sharing some of the tips from that episode with you last month. Agile leadership is such a critical topic that I want to share a few more tips with you this month.Let's begin with what it means for a team to self-organize to meet the challenges set by leadership.Self-Organizing, Not Self-DirectedAt its core, self-organization is a response to a challenge. Challenges for self-organizing teams are defined by leaders.Leadership says Accomplish this goal. And the team figures out how best to do it.Suppose the goal is “Make a banking app that will speed up loan applications.”Leadership issues that goal as a challenge to an agile team. The team doesn't get to self-direct. They are not empowered to say, “Nah, we'd like to make a video game instead.” Their mission is to reach the goal that was set for them.Self-organization is how teams respond to the challenge they're given.In the example I gave, that challenge could be expanded to “Make this banking application and do it with these seven people.” Both of those constraints are a legitimate part of leadership's role in defining the challenge.What's not part of leadership's role is to overconstrain how the team accomplishes the goal. To continue the example, agile leaders do not say, “Do it with these seven people, use my brother's API into loan systems, on this hardware, and so on.”Too many constraints makes it difficult for a team to discover the best solution.A leader's job is to challenge their teams with inspiring goals. An agile leader knows when to step out of the way and let teams determine the best way to meet their challenge. That's self-organization. And that's one way you'll succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

How Do Agile Leaders Support Self-Organizing Teams This week, I want to talk about the leader's role regarding self-organizing teams.Influence, Don't CommandI got introduced to agile principles and practices back in the 1990s before people had formalized the term agile. I was leading software teams then, and just like now, I read every book I could get my hands on about how to be better at my job.One I enjoyed was Wicked Problems, Righteous Solutions. The authors, Peter DeGrace and Leslie Stahl, had read the original paper on Scrum by Takeuchi and Nonaka in the Harvard Business Review.So DeGrace and Stahl wrote about how in an agile approach like Scrum, leaders are still exerting control over teams. But here's the key as they saw it: much of that control is “subtle and indirect.” In fact, it's so subtle and indirect that influence may be a more accurate term than control.Agile leaders influence teams by the goals they pick, but they also influence teams in other ways, including via the team composition itself.Suppose you've got a software team and their goal is to finish an app and then hand it over to an ops group that will install it. So your team isn't charged with deploying the software, just getting it ready for deployment.Now imagine you decide to put a DevOps engineer on that team. That team will behave differently with an Ops person in the mix. I have no idea if they'll behave better or worse (it's going to depend on a lot of things) but I know they will do things differently. So team constitution is one way to influence.Leaders also have a tremendous influence on teams just by how they answer questions such as:  How big of a problem do we give the team? How clearly have we defined the problem? And that's not a bad thing. Leaders are there to lead. When a manager exerts influence, someone might think, “Oh no, they're moving toward command and control.” But I disagree. Agile leaders have not only the right, but also the responsibility to exert their influence to help teams thrive. But that influence should be, as DeGrace and Stahl wrote, subtle and indirect.Recognizing the subtle ways they can bring out the best in teams will help leaders (and their organizations) succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Could self organization have prevented Sam Altman's removal from OpenAI? The conversation delves into AI's role in managing systems of accountability, transparency and the empowerment of humans as referees, to manage AI agents. As long as hierarchical top-down decision making structures continue as the organizational norm, more actions like the sudden and temporary removal, subsequent employee protests and reinstatement of Sam Altman and Greg Brockman from OpenAI are sure to occur across industries. With AI, the use of these structures becomes more critical as they design and guide how humans and AI interface. If AI development is under the supervision of these hierarchical structures, that limited use of board action will continue to be the norm for decision making processes. But self organizing principles can be used to remove the bias of a few decision makers, and make sure the processes and guidelines are in place for AI to be inclusive of all stakeholder voices and perspectives. In this episode of Benevolent AI, we examine whether self organization could better inform and lead the AI in effective decision making processes that are inclusive of varied perspectives, collective needs and all voices in an organization. How can the AI developers be incentivized to self-organize and design based on those principles for inclusive decision-making systems. Nestr.io Co-Founder and organization development expert Joost Schouten points out that OpenAi failed to integrate all perspectives into effective decision making and instead expelled voices that if included could have led to a better outcome. Self organizing systems such as Decentralized Autonomous Organizations (DAOs), collectives and teams are a microcosm and training ground for creating rules, guidelines, principles, systems for managing decisions, resource allocation, power and legitimacy, topics and questions that are coming up fast and strong within the AI environment. Takeaways Self-organization can provide a set of tools to create boundaries and guidelines for AI systems, ensuring they serve collective needs. Inclusiveness and representation are crucial in self-organizing systems and should be considered when employing AI. Accountability is essential in AI systems, and human oversight is necessary to correct AI agents when they step outside of their bounds. AI can be employed to craft governance systems and assist in decision-making, but human accountability is crucial. Self-organization principles can lead to more inclusive and representative organizations, which can be enhanced by AI. About Joost Schouten Joost supports organizations in their pursuit of self-organization in a few different capacities. He is a partner at Nestr.io, PowerShift Capital, Energized.org and supports multiple DAO's in getting work done in a decentralized environment. He has worked for more than two decades to help people do work they care about, initially by supporting people to better assess & utilize their passions/skills through self-organization. Now he is  primarily focussed on the systemic power shift needed in our organizations to make them purpose driven. In different capacities he works on upgrading legal, capital & incentive structures and decision making processes so that people and organizations can create the impact they desire effectively and at scale. #openai #artificialgeneralintelligence #governance #ai #dao #philosophy #podcast # About Better Worlds Better Worlds is a communication and community building platform comprised of weekly podcasts, engaging international conferences and hack-a-thons to encourage and support the development of Web3 solutions. Our programs celebrate voices from every continent to forge a shared and abundant future.

In this introductory episode, Alícia talks about what the mini-series 'Affectively' is and what motivated her to do her research and she introduces the concept of Affect. The research for this podcast is financed through a PhD conducted in the Tallinn University of Technology, Estonia through a European grant managed and fostered by the P2P Lab in Greece.

- Cartoon of the week: double feature - Are movies getting longer? - Self Organizing Units, micro metrics for micro management - Even the best companies face complexity [audio mp3="https://orionx.net/wp-content/uploads/2023/11/Mktg_Podcast_035_Longer-Movies_Self-Organization_20231101.mp3"][/audio] The post Mktg_Podcast-35: Outputs and Outcomes, Self Organizing Units appeared first on OrionX.net.

There are many spiritual and yogic practices that utilize “elemental” objects of meditation. For example, the guided meditation by Michael Taft called “Five Elements Meditation” (link below) centers the mind around mental formations evocative of earth, water, fire, air, and space. Alas, it is natural to be skeptical of the value of these practices on the basis that science has shown that the universe is made up of particles, forces, and fields, and not the traditional elements of ancient ontologies.Nevertheless, within the paradigm of Qualia Mastery in meditation, we affirm the significance of specific states of consciousness, irrespective of the techniques used to induce them. Adhering rigidly to a modern scientific worldview might, in fact, impede one's engagement with such meditative practices. Engaging fully with a meditation that posits, for instance, fire as a fundamental entity, can often yield richer results when one genuinely subscribes to the idea. Continual internal rebuttals, such as "fire isn't foundational; electrons are!" can inhibit deep immersion into these states.So how can we rescue what is valuable from this style of meditation without having to buy into an implicit “elemental ontology”? Here is where the relevance of “self-organizing principles” comes into play. Namely, where we realize that the nervous system is capable of instantiating a cornucopia of diverse self-organizing principles that are used to render one's inner world-simulation. Thus, when you imagine and embody “the element of fire” you are, in a way, instantiating a collection of self-organizing principles that roughly emulate the behavior of fire. Therefore, we can use a more generalized conception of “elemental meditation” as a window into these self-organizing principles. This is what this meditation does.Relevant Links:Five Elements Meditation by Michael Taft (https://www.youtube.com/live/p_1BPl39orA?si=uyF-hcVoDKp3IWgW)Digital Sentience Requires Solving the Boundary Problem, where the computational properties of self-organizing principles are discussed (https://qri.org/blog/digital-sentience)

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The podcast by project managers for project managers. How can agile project managers create conditions for self-organizing teams to thrive? In the agile world of a self-organizing team, the trend is to empower the team so the individuals doing the work can make decisions. So, what role do project managers play?  Hear about the three […] The post Episode 183 –  My Team is Self-Organizing, What am I Supposed to Do? Agile Teams and the PM’s Role appeared first on PMP Certification Exam Prep & Training - Velociteach.

The podcast by project managers for project managers. How can agile project managers create conditions for self-organizing teams to thrive? In the agile world of a self-organizing team, the trend is to empower the team so the individuals doing the work can make decisions. So, what role do project managers play?  Hear about the three responsibilities of the new agile leader and some important skills to level up in order to lead an agile project. Table of Contents 03:03 … Humanizing Work03:50 … Empowering Decision-Makers05:21 … Changing the Role of Managers08:20 … Challenges for Project Managers09:32 … Complex Systems11:33 … Defining the PM Role13:58 … Coordinate and Collaborate16:35 … Who Does It Well?18:29 … What's in a Title?20:33 … The Three Jobs of Agile Management23:49 … Project Manager Skills27:25 … Visualization Skills33:10 … Is Agile Right for Me?36:39 … Contact Peter and Richard38:19 … Closing PETER GREEN: ... one of the things that has been an underlying theme to these amplifier skills we've talked about – coaching, facilitation – is a real trust that the people doing the work can figure out how to solve it if I do the three jobs well.  If I create clarity, if I increase capability, and if I improve the system for them, they will be able to knock this project out.  They don't need me to manage it... WENDY GROUNDS:  You're listening to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio are Bill Yates and our sound guy, Danny Brewer.  We're so excited that you're joining us, and we want to say thank you to our listeners who reach out to us and leave comments on our website or on social media.  We love hearing from you, and we always appreciate your positive ratings.  You will also earn PDUs for listening to this podcast.  Just listen up at the end, and we'll give you instructions on how to claim your PDUs from PMI. Our two guests today are from Colorado and from Arizona, so we're kind of jumping around the place.  But we're very excited to have Richard Lawrence and Peter Green from Humanizing Work join us.  Richard's superpower is bringing together seemingly unrelated fields and ideas to create new possibilities.  Richard draws on a diverse background in software development, engineering, anthropology, design, and political science. He's a Scrum Alliance certified enterprise coach and a certified scrum trainer.  His book “Behavior-Driven Development with Cucumber” was published in 2019. Our other guest is Richard's co-worker, Peter Green.  At Adobe Systems, Peter led an agile transformation and he co-developed the certified agile leadership program from the Scrum Alliance.  He's also a certified scrum trainer, a graduate of the ORSC coaching system, a certified leadership agility and leadership circle coach, and the co-founder of Humanizing Work.  What I found interesting was, with all his other creative activities, Peter is also an in-demand trumpet player and recording engineer. BILL YATES:  Which will appeal to Andy Crowe, our founder, because he loves to play the trumpet.  Wendy, we are delighted to have Richard and Peter join us.  We've had conversations planning for this today with them, and they bring so much knowledge and experience to the table.  Here's the thing.  Project managers traditionally are taught to direct and control team members.  So what role does management play in the agile world of a self-organizing team?  If my team's self-organizing, what am I supposed to do; right?  How can they create conditions for self-organizing teams to thrive?  What is the function of managers in this new world, and what does an agile organization need from its management team?  Those are some of the questions that we want to tease out with them today. WENDY GROUNDS:  Hi, guys.  Thank you so much for joining us. RICHARD LAWRENCE:  It's great to be here. Humanizing Work WENDY GROUNDS:  We first want to find out a litt...

Agile Principles - Self-Organizing Teamsدر این ویدیو، به بررسی یکی از اصول چابکی یعنی "تیم‌های خودسازمانده" می‌پردازیم. تیم‌های خودسازمانده یکی از اصول اساسی متمرکز بر افراد در متن مانیفست اجایل هستند و نقطه کلیدی در فرایند توسعه نرم‌افزار به صورت چابک هستند.در این ویدیو، به اهمیت اصل "تیم‌های خودسازمانده" در اجرای موفق فرآیند توسعه نرم‌افزار و ایجاد یک محیط توسعه پویا و کارآمد می‌پردازیم. همچنین، به چگونگی تشویق مشارکت و همکاری بین اعضای تیم برای تصمیم‌گیری‌ها و تسلط بر مسائل توسعه نرم‌افزار می‌پردازیم.ما بررسی می‌کنیم که چگونه توسعه‌دهندگان با ایجاد روحیه تعهد و مسئولیت‌پذیری می‌توانند به عنوان یک تیم خودسازمانده عمل کنند و بهبودهای مداوم را در فرآیند توسعه ایجاد کنند. همچنین، به اهمیت رفتارهای بازخورد مثبت و ایجاد فضایی محبت آمیز برای ایجاد تیم‌های خودسازمانده پرداخته می‌شود.پیشنهاد می‌کنیم که این ویدیو را با دقت مشاهده کنید، تا تفاوت‌ها و اهمیت تیم‌های خودسازمانده در بهبود عملکرد و اجرای بهتر فرآیند‌های چابک را بیشتر درک کنید.---------------------------------------------------------------لینک کانال در سایر شبکه های اجتماعیYouTube:https://www.youtube.com/c/Ardiland1---------------------------------------------------------------Telegram:https://t.me/ardiland_tm---------------------------------------------------------------Instagram:https://www.instagram.com/ardiland_ig/---------------------------------------------------------------Twitter:https://twitter.com/Ardiland3---------------------------------------------------------------GitHub:https://github.com/ardalanebrahimi---------------------------------------------------------------LinkedIn:https://www.linkedin.com/in/ardalan-ebrahimi---------------------------------------------------------------از توجه و همراهی شما سپاسگزاریم!

Builders of the largest scientific instruments, and how cracks can add resilience to an ecosystem   First up this week, a story on a builder of the biggest machines. Producer Kevin McLean talks with Staff Writer Adrian Cho about Adrian's dad and his other baby: an x-ray synchrotron.   Next up on this episode, a look at self-organizing landscapes. Host Sarah Crespi and Chi Xu, a professor of ecology at Nanjing University, talk about a Science Advances paper on how resilience in an ecosystem can come from the interaction of a plant and cracks in the soil.   Finally, in a sponsored segment from the Science/AAAS Custom Publishing Office, Jackie Oberst, assistant editor for custom publishing, discusses challenges early-career researchers face and how targeted funding for this group can enable their future success. She talks with Gary Michelson, founder and co-chair of Michelson Philanthropies and Aleksandar Obradovic, this year's grand prize winner of the annual Michelson Philanthropies and Science Prize for Immunology.   This week's episode was produced with help from Podigy.   About the Science Podcast   [Image: Hong'an Ding/Yellow River Estuary Association of Photographers; Music: Jeffrey Cook]   [alt: red beach from above with podcast overlay]   Authors: Sarah Crespi; Kevin McLean; Adrian Cho   Episode page: https://www.science.org/doi/science.adi5718 See omnystudio.com/listener for privacy information.

Builders of the largest scientific instruments, and how cracks can add resilience to an ecosystem   First up this week, a story on a builder of the biggest machines. Producer Kevin McLean talks with Staff Writer Adrian Cho about Adrian's dad and his other baby: an x-ray synchrotron.   Next up on this episode, a look at self-organizing landscapes. Host Sarah Crespi and Chi Xu, a professor of ecology at Nanjing University, talk about a Science Advances paper on how resilience in an ecosystem can come from the interaction of a plant and cracks in the soil.   Finally, in a sponsored segment from the Science/AAAS Custom Publishing Office, Jackie Oberst, assistant editor for custom publishing, discusses challenges early-career researchers face and how targeted funding for this group can enable their future success. She talks with Gary Michelson, founder and co-chair of Michelson Philanthropies and Aleksandar Obradovic, this year's grand prize winner of the annual Michelson Philanthropies and Science Prize for Immunology.   This week's episode was produced with help from Podigy.   About the Science Podcast   [Image: Hong'an Ding/Yellow River Estuary Association of Photographers; Music: Jeffrey Cook]   [alt: red beach from above with podcast overlay]   Authors: Sarah Crespi; Kevin McLean; Adrian Cho   Episode page: https://www.science.org/doi/science.adi5718 See omnystudio.com/listener for privacy information.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this podcast episode, Tinatin focuses on the idea that the less a scrum master is needed, the more successful they are. She emphasizes the importance of helping teams become more self-organizing and notes that the path to achieving this will vary for each team. Tinatin stresses the role of the product owner in promoting self-organization, and she suggests checking the team's level of participation in ceremonies as a starting point for evaluating the team's self-organization. She also encourages scrum masters to be honest about any areas where the team may be lacking in self-organization, and to discuss these areas with the team in retrospectives. Tinatin reminds scrum masters to keep themselves accountable for the level of self-organization in their team, and asks the question of how to take teams to the next level. Featured Retrospective Format for the Week: The Squad Health Check Tinatin discusses the Spotify squad health check, a process of self-reflection for a team to evaluate their performance. She emphasizes the importance of regularly conducting health checks and tailoring retrospectives to the current sprint. Tinatin suggests using ice breakers to start the health check, then moving into an inspection of the completed sprint by checking metrics and the improvement backlog. She emphasizes the importance of evaluating what happened in the last sprint to identify areas for improvement.  Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!  About Tinatin Tabidze Tinatin Tabidze is a Scrum Master currently working in Stuttgart, Germany. Originally she started out as a project manager. She has experience with multiple scrum and kanban teams, working with scaled agile frameworks. You can link with Tinatin Tabidze on LinkedIn.   

Link to bioRxiv paper: http://biorxiv.org/cgi/content/short/2023.02.14.528546v1?rss=1 Authors: Stoops, E. H., Ferrin, M. A., Jorgens, D. M., Drubin, D. G. Abstract: Forces generated by actin assembly assist membrane invagination during clathrin-mediated endocytosis (CME). The sequential recruitment of core endocytic proteins and regulatory proteins, and assembly of the actin network, are well documented in live cells and are highly conserved from yeasts to humans. However, understanding of CME protein self-organization, as well as the biochemical and mechanical principles that underlie actin's role in CME, is lacking. Here, we show that supported lipid bilayers coated with purified yeast WASP, an endocytic actin assembly regulator, and incubated in cytoplasmic yeast extracts, recruit downstream endocytic proteins and assemble actin tails. Time-lapse imaging of WASP-coated bilayers revealed sequential recruitment of proteins from different endocytic modules, faithfully replicating in vivo behavior. Reconstituted actin networks assemble in a WASP-dependent manner and deform lipid bilayers, as seen by electron microscopy. Time-lapse imaging revealed that vesicles are released from the lipid bilayers with a burst of actin assembly. Actin networks pushing on membranes have previously been reconstituted; here, we have reconstituted a biologically important variation of these actin networks that self-organize on bilayers and produce pulling forces sufficient to bud off membrane vesicles. We propose that actin-driven vesicle generation may represent an ancient evolutionary precursor to diverse vesicle forming processes adapted for a wide array of cellular environments and applications. Copy rights belong to original authors. Visit the link for more info Podcast created by Paper Player, LLC

The importance of Self organizing is today's topic for us. You can also Subscribe and Listen to my other Podcasts Penpositive Outclass English Podcast Pahayan Media Malayalam Podcast Vayanalokam Malayalam Books Podcast Pahayathra Malayalam Travel Podcast Pahayan Movies Malayalam Podcast Pahayanji Hindi Bolta The Vinod Narayan Podcast The Minimal Agile Podcast Kerala Malayali Malayalam Podcast Also on Social Media This is the Audio version of my Malayalam YouTube Channel Personally Pahayan Weekly YouTube Videos in Malayalam Pahayan Media , English Penpositive & Vinod Uncut and Hindi Pahayanji on YouTube Movie Reviews in Pahayan Movies Instagram Shorts at Pahayan Media and Vayanalokam and Pahayathra and Penpositive and VinodUncut & Pahayanji on Instagram Travel Videos at Pahayathra on YouTube My official Malayalam Website: https://pahayanmedia.com/ My official English Blog: https://vinodnarayan.com/ On Telegram: https://t.me/pahayanmedia On Twitter: Malayalam https://twitter.com/pahayanmedia and English https://twitter.com/penpositive and English again https://twitter.com/vinodnarayan On Facebook: https://www.facebook.com/pahayanmedia And though (not very active) on Clubhouse: https://clubhouse.com/@vinodnarayan

“As a team leader, you will become more successful and valuable if you are no longer a bottleneck for the people who are working with you and under you." Roy Osherove is the author of “Elastic Leadership” and “The Art of Unit Testing”. In this episode, we discussed leadership insights from “Elastic Leadership”. Roy first shared how he came up with the concept and described what elastic leadership is. He explained the different leadership styles based on the 3 team phases (survival mode, learning mode, and self-organizing mode) and advised how leaders can adapt and transition their leadership style from one phase to the other to lead effectively. Roy also shared about the Team Leader manifesto and the Line Manager manifesto to provide guidance on how leaders can grow their teams towards self-organization and self-sufficiency. Listen out for: Career Journey - [00:06:45] Writing “Elastic Leadership” - [00:11:31] Team Leader Manifesto - [00:17:57] There Are No Experts - [00:23:23] Survival Mode - [00:30:49] Slack Time - [00:37:52] Self-Organizing Mode - [00:39:21] Learning Mode - [00:41:18] Line Manager Manifesto - [00:45:47] 3 Tech Lead Wisdom - [00:48:13] _____ Roy Osherove's Bio Roy Osherove is the organizer of the CD/XP Israel meetup group. He's the author of “Art of Unit Testing”, “Elastic Leadership” and the upcoming “Co-Ops: Pipeline Driven Organizations”. He has been working in the software industry for over 20 years in most types of technical & testing roles, and these days is working as a freelance consultant & trainer on-site for various companies across the world. Follow Roy: Twitter – @RoyOsherove LinkedIn – https://linkedin.com/in/osherove/ Website – https://osherove.com/ 5 Whys – https://5whys.com/ Our Sponsors Mental well-being is a silent pandemic. According to the WHO, depression and anxiety cost the global economy over USD 1 trillion every year. It's time to make a difference! Learn how to enhance your lives through a master class on mental wellness. Visit founderswellbeing.com/masterclass and enter TLJ20 for a 20% discount. The iSAQB® Software Architecture Gathering is the international conference highlight for all those working on solution structures in IT projects: primarily software architects, developers, professionals in quality assurance, and also system analysts. The conference takes place online from November 14 to 17, 2022, and we have a 15% discount code for you: TLJ_MP_15. DevTernity 2022 (devternity.com) is the top international software development conference with an emphasis on coding, architecture, and tech leadership skills. The lineup is truly stellar and features many legends of software development like Robert "Uncle Bob" Martin, Kent Beck, and many others! The conference takes place online, and we have the 10% discount code for you: AWSM_TLJ. Like this episode? Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Pledge your support by becoming a patron. For episode show notes, visit techleadjournal.dev/episodes/110.

#ai #selforganization #emergence Read Sebastian's article here: https://sebastianrisi.com/self_assemb... OUTLINE: 0:00 - Introduction 2:25 - Start of Interview 4:00 - The intelligence of swarms 9:15 - The game of life & neural cellular automata 14:10 - What's missing from neural CAs? 17:20 - How does local computation compare to centralized computation? 25:40 - Applications beyond games and graphics 33:00 - Can we do away with goals? 35:30 - Where do these methods shine? 43:30 - The paradox of scales & brains 49:45 - Connections to graphical systems & GNNs 51:30 - Could this solve ARC? 57:45 - Where can people get started? References: https://sebastianrisi.com/ https://modl.ai/ https://sebastianrisi.com/self_assemb... https://twitter.com/risi1979/status/1... https://distill.pub/2020/growing-ca/ https://arxiv.org/abs/2201.12360?sour... https://distill.pub/2020/selforg/mnist/ https://arxiv.org/pdf/2204.11674.pdf https://github.com/fchollet/ARC https://github.com/volotat/ARC-Game http://animalaiolympics.com/AAI/ https://www.deepmind.com/publications... https://melaniemitchell.me/BooksConte... Links: Homepage: https://ykilcher.com Merch: https://ykilcher.com/merch YouTube: https://www.youtube.com/c/yannickilcher Twitter: https://twitter.com/ykilcher Discord: https://ykilcher.com/discord LinkedIn: https://www.linkedin.com/in/ykilcher If you want to support me, the best thing to do is to share out the content :) If you want to support me financially (completely optional and voluntary, but a lot of people have asked for this): SubscribeStar: https://www.subscribestar.com/yannick... Patreon: https://www.patreon.com/yannickilcher Bitcoin (BTC): bc1q49lsw3q325tr58ygf8sudx2dqfguclvngvy2cq Ethereum (ETH): 0x7ad3513E3B8f66799f507Aa7874b1B0eBC7F85e2 Litecoin (LTC): LQW2TRyKYetVC8WjFkhpPhtpbDM4Vw7r9m Monero (XMR): 4ACL8AGrEo5hAir8A9CeVrW8pEauWvnp1WnSDZxW7tziCDLhZAGsgzhRQABDnFy8yuM9fWJDviJPHKRjV4FWt19CJZN9D4n

Shooting The Shit-- 1:23 Amazon Prime's Paper Girls: 11:58 Apple TV + Surface: 28:00 SUPER CEREAL Economy: 42:55 To read the entire article from Gail Tverberg regarding the 'Self-Organizing Economy' visit her Wordpress Blog at https://ourfiniteworld.com --- Support this podcast: https://anchor.fm/nick-cormier/support

How is Agile relevant beyond IT? Alan Zucker explains how agile roots are in the Lean manufacturing movement as he shares about the application of agile practices for non-technology projects. He talks about agile as a mindset, the Gemba Walk, House of Lean, transparency in teams, value stream mapping, and much more. Recently Alan launched a new Velociteach InSite course: Agile Beyond IT, a hands-on application of agile practices for non-technology challenges. Table of Contents 01:59 … Agile Beyond IT03:09 … Blurring the Lines between Traditional and Agile06:04 … Fusion Cooking and Project Management07:21 … Agile as a Mindset not a Methodology10:19 … Self-Organizing and Self-Managing11:32 … Empowering Team Members12:36 … Iterative and Incremental15:12 … Iterative and Incremental in Non-IT Projects15:21 … The House of Lean17:43 … Transparency in Healthy Teams19:22 … The Gemba Walk22:53 … Agile Manifesto beyond IT24:59 … 12 Agile Principles beyond IT27:41 … Dignity28:49 … Value Stream Mapping in Non-IT31:39 … Advice for New Leaders32:57 … Get in Touch with Alan34:19 … Closing ALAN ZUCKER: Another is trusting the wisdom of the team, recognizing that you don't need to come up with all the answers, or potentially even any of the answers; that your strength lies in bringing out the experience and knowledge of everybody else on the team. WENDY GROUNDS:  You're listening to Manage This.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  This is the podcast about project management.  We are excited to bring our guest to you today.  This is actually someone we've had before. BILL YATES:  Yes. WENDY GROUNDS:  Alan Zucker is joining us.  He's a certified project management professional.  He's an Agile Foundation certificate holder, a Scrum Master, a Scaled Agilist, as well as a keynote speaker. BILL YATES:  We have a course that we are launching.  This one is called “Agile Beyond IT.”  It's a part of our self-paced training in InSite.  Alan created the “Fundamentals of Agile” course for us, and the feedback was always positive, and sometimes he'd get the comment, “I don't work in technology, so how does this apply to me?”  Well, that's something that he's dealt with a lot in some of the consulting and other training that he's done for organizations. For several years Alan's helped clients use agile principles and practices in diverse non-technology fields, everything from construction to not-for-profits.  These experiences are the basis for this class.  And he pulls some of the concepts from the agile principles and says, “Okay, here's the principle.  How can we apply this beyond IT?”  Very practical, great advice. Alan has got multiple agile certifications from PMI, the Scrum Alliance, Disciplined Agile, and Scaled Agile.  He's created courses for us.  He instructs for us.  He is in the classroom.  In fact, as we wrap up this session today, he's going to begin a four-day PMP prep class for us.  And we're delighted to have him with us. WENDY GROUNDS:  Hi, Alan.  Welcome to Manage This once again.  Thank you for joining us. ALAN ZUCKER:  Hi.  It's great to see you guys again. Agile Beyond IT WENDY GROUNDS:  Now, we've just mentioned that you have completed a course for us, “Agile Beyond IT.”  And we're very excited to publish this one.  It's an excellent course.  Could you give us a little bit of a background for this and why you picked that name for the course? ALAN ZUCKER:  Sure.  So a few years ago I created a “Fundamentals of Agile” course for Velociteach.  And it's been very popular.  But as we were looking at some of the comments that people left, people were saying, “Well, this was a really great course, but it was all about technology, and I'm in a non-technology area.  How can I use agile?”  So we had some conversations, and we put together a course for people that aren't in technology.  And it just so happened that around the same time I was thinking,

Episode 68 is with Dennis Xu, Co-Founder of Mem Labs! Mem is the world's first self-organizing workspace that leverages artificial intelligence to equip knowledge workers in the world with the information they need to do their best work. The free app is an early access platform dedicated to pushing users to quickly jot down their thoughts without focusing too heavily on the underlying organization of them. We talk to Dennis about his journey to founding Mem and the inspiration behind it. He details the difference in tech landscapes between Canada and the USA, his experience at Stanford University, and how they secured a $5.6M seed round from Andreessen Horowitz. Dennis also explains important skills for builders in tech as well as what a day in the life of a cofounder looks like. This was a really insightful conversation that we hope you enjoy! Mem https://get.mem.ai/ Timestamps 1:18 - Dennis' background 4:44 - Tech in Canada vs. Tech in USA 11:35 - Shift to remote work 16:40 - Experience at Stanford 21:14 - Must have skills to be a builder 25:38 - Hard Skills vs. Intangibles 27:30 - Three types of workers 32:06 - Navigating terminations 37:11 - What is Mem.ai? 51:04 - Day to Day Life of a Co-Founder 54:10 - Securing a Seed Round from Andreessen Horowitz 1:01:07 - Biggest Influences 1:04:02 - Philosophy on Wealth Creation 1:08:39 - Lightning Round

In this podcast we interview Marcel Jeron, the MD in Easee Germany. We touch shortly upon his journey and experiences and we talk about a topic that he is really passionate about. Self-organizing teams and organisations. Marcel strongly believes that we should allow people to figure things out for themselves. As long as we give people a vision (direction), a mission and a why. People and teams can figure out how to get there. This is what Easee is all about. We want to power people's freedom and we want to empower people. But this is not straight forward, so we dig a little bit deeper into the subject to learn more. A great interview, with many interesting topics. Enjoy! See acast.com/privacy for privacy and opt-out information.

Self-organization is a rule that is incredibly valuable to therapists as it relates to hands-on care and  has significant benefits when addressed with exercise behaviour. Self-organizing collagen can become a patients best friend or worst enemy. When assessing injury repair, be it acute, sub-acute, chronic or rehabilitative, continuing to address the self-organizing cellular structures in the body becomes a vital aspect of care. Support the show (https://www.buymeacoffee.com/troylavigne)

Scrum roles: Cross-functional, Self-Organizing Team Agile training: http://agileprinciple.com Visit our podcast site: http://pmradio.org General project management: http://praizion.com

Thank you so much for tuning in for another episode of Tin Foil Hat with Sam Tripoli. This episode is from the "OnlyConspiracies" series on the Tin Foil Hat Premium Channel on Rokfin. I thought it was so good I had to let the swarm hear it. This episode I welcome Clif High to the show to discuss his thoughts on the Facebook Hack, Qanon and the Forces Of Light at work in this crazy world we live in. This episode is a BANGER!!! If you want to hear more #OnlyConspiracies please subscribe to Rokfin.com /TinFoilHat! Thank you for your support.Check out Sam Tripoli Live and grab your tickets at Samtripoli.com:Oct 21st-23rd: Miami- Sam Tripoli Headlines the Miami Improvhttps://www.miamiimprov.com/eventsNov 5th-7th: Houston- Skankfest Live at The Secret Group in Houston https://skankfest.netMiami: Nov 8th and 9th- Bitcoin ConferenceNov 11th: Boise, Idaho- The Disobey Tour Crushfest Live at Lounge End Universehttps://www.loungeboise.com/tickets/samtripoliNov 12th: Salt Lake City, Ut- The "Disobey" Crushfest live at Sugar Space Art Warehouse at 8pm!https://www.eventbrite.com/e/sam-tripolis-disobey-crushfest-live-in-salt-lake-city-tickets-167982220343Dec 10th: Tampa Bay, FL- Tin Foil Hat Comedy Live at The Sidesplitters at 10pm https://sidesplitterscomedy.laughstub.com/event.cfm?showTimingID=545512Check out the Clif High's Internet:Website: http://www.halfpasthuman.comTwitter: https://twitter.com/clif_highCheck out all. of my premium content on ROKFIN.com. 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John Vervaeke joins me for a deep conversation exploring his work as a cognitive scientist and his YouTube lecture series "Awakening from the Meaning Crisis."Be sure to check out NYDIG, one of the most important companies in Bitcoin: https://nydig.com/GUESTJohn's twitter: https://twitter.com/vervaeke_johnJohn's Patreon: https://www.patreon.com/johnvervaekeJohn's Lecture Series “Awakening from the Meaning Crisis”: https://www.youtube.com/watch?v=54l8_ewcOlY PODCASTPodcast Website: https://whatismoneypodcast.com/Apple Podcast: https://podcasts.apple.com/us/podcast/the-what-is-money-show/id1541404400Spotify: https://open.spotify.com/show/25LPvm8EewBGyfQQ1abIsE?si=wgVuY16XR0io4NLNo0A11A&nd=1RSS Feed: https://feeds.simplecast.com/MLdpYXYITranscript:OUTLINE00:00:00 “What is Money?” Intro00:00:05 NYDIG00:01:23 Intro to the Work of John Vervaeke00:10:58 Consciousness, Intelligence, and Relevance Realization00:18:18 The Market and Distributed Cognition00:22:08 Most Intelligence is Unconscious00:26:32 Most Real-World Problems are Ill-Defined00:28:44 Optimal Grip and Combinatorial Explosion00:31:42 Consciousness and Aspectualization00:33:45 The Transjectivity of Adaptivity00:36:16 Self-Organizing vs. Auto-poetic00:42:47 Toggling Between Generalization and Discrimination00:45:49 Intelligence vs. Rationality00:49:14 Attention, Interest, and Self-Deception00:50:58 Rationality: Intelligently Overcoming Self-Deception00:52:45 The Logos and RationalitySOCIALBreedlove Twitter: https://twitter.com/Breedlove22WiM? Twitter: https://twitter.com/WhatisMoneyShowLinkedIn: https://www.linkedin.com/in/breedlove22/Instagram: https://www.instagram.com/breedlove_22/TikTok: https://www.tiktok.com/@breedlove22?lang=enAll My Current Work: https://linktr.ee/breedlove22​WRITTEN WORKMedium: https://breedlove22.medium.com/Substack: https://breedlove22.substack.com/WAYS TO CONTRIBUTEBitcoin: 3D1gfxKZKMtfWaD1bkwiR6JsDzu6e9bZQ7Sats via Strike: https://strike.me/breedlove22Sats via Tippin.me: https://tippin.me/@Breedlove22Dollars via Paypal: https://www.paypal.com/paypalme/RBreedloveDollars via Venmo: https://venmo.com/code?user_id=1784359925317632528The "What is Money?" Show Patreon Page: https://www.patreon.com/user?u=32843101&fan_landing=trueBUSINESSES I LIKE:Automatic Recurring Bitcoin Buying: https://www.swanbitcoin.com/breedlove/Use Discount Code "Breedlove" for Bitcoin Custody w/ Casa: https://keys.casa/#plansBuy Bitcoin in a Retirement Account w/ DAIM: https://daimio.typeform.com/to/oU5OHXMZWorldclass Bitcoin Financial Services: https://nydig.com/

In this episode, Dan Neumann is joined by a return guest and AgileThought colleague, Michael Guiler. Mike has been an agile coach for over 15 years and has experience helping geographically dispersed organizations (in both the business and technology fields) to transform and better achieve their goals. For the last year and a half, Mike has been with AgileThought as an Agile Consultant.   Together, Dan and Mike are discussing employee engagement and what organizations and leadership can do to improve it. Mike shares 2020 employee engagement statistics, what creates engagement, the differences between managers and leaders (and why this is important), and the key tips on what we can all do to drive employee engagement forward.   Key Takeaways 2020 employee engagement statistics: Only 36% of the people in an organization are actively engaged 50% of the people are “going along for the ride”/are ambivalent 14% of people are actively looking to “get off the train”/actively disengaged That adds up to 64% of the people in an organization are not giving the best they can give The good: the actively engaged employee percentage has been consistently going up year after year since 2009 What can we do to improve these statistics? What would make employees more engaged? People want to do know why they are doing what they're doing, have autonomy over it, understand what the goal is, and have a purpose Don't micromanage people as a manager or leader in an organization Transition managers into leadership roles Managers in an organization need to make sure employees understand autonomy, mastery, and purpose if they really want to help motivate and engage their people (Daniel Pink's book, Drive) Managers need to make sure that the organization's vision is very clear to everyone Ask, “Where are we headed? What are we trying to achieve?” Becoming self-managing and engaging will lead to employee motivation but the goal first needs to be understood If the vision is too big or too far out, employees can't visualize it (as a leader, you need to break this vision down into smaller, shorter-term goals so that getting from A-Z is understood) The product goal should be tied to the organizational vision If something isn't fulfilling the goal, end it/throw it away The goal should be shared early, often, and everywhere Share examples of things that were accomplished in the organization that fulfill said goal Managers vs. Leaders (and how leaders can improve employee engagement): A manager is somebody that is task-oriented, activity tracking, and only concerned about their own actions A leader is focused on the “us”/what “we” achieved, improving the environment for those who work within it, and enabling their team to succeed An organization's duty is to develop its managers into leaders, hire leaders, and foster an environment for leaders Keep in mind the recent shift to the Scrum Guide from “Servant-leader” to “leading by serving” It is important for managers/leaders to create a safe environment for people to engage without punishment/ridicule for making mistakes As a leader, it is important to understand that sometimes good decisions can lead to bad outcomes and bad decisions can lead to good outcomes (so don't punish, but rather explore this concept and create safety for employees) Leadership is not proportional to the time spent talking in meetings You have to give people the space to talk, explore, and share A tip for giving others space in conversation: Ask yourself before speaking, “Does it need to be said? Does it need to be said by me? And does it need to be said right now?” Tips for leaders for improving engagement: Provide clarity on what the problems are that employees are expected to take on There are many different ways to solve any given problem — as a leader, it is your job to point out the problem and give space to your people to explore the options and solve it their way Create a safe environment and boost engagement in meetings by asking questions, inviting people to speak, sharing the spotlight, resisting the urge to provide answers Emphasize “we” language, not “you” or “I” (i.e. if the team experiences “failure,” don't place the blame on a single individual) Own your own mistakes as a leader   Mentioned in this Episode: Michael Guiler's LinkedIn Agile Coaches' Corner Ep. 121: “Self-Managing vs. Self-Organizing with Michael Guiler” Agile Coaches' Corner Ep. 87: “Intent-Based Leadership with Michael Guiler” “What is Employee Engagement and How Do You Improve It?” Gallup “Historic Drop in Employee Engagement Follows Record Rise” Gallup Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts, by Annie Duke Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, by Dave Logan, John King, and Halee Fischer-Wright Lean Enterprise: How High Performance Organizations Innovate at Scale, by Jez Humble, Joanne Molesky, and Barry O'Reilly   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In this episode, we talk about how to foster self-organizing teams.  We also talk about the best practices for Agile in hardware development. Join Hendrik Esser, Shawna Cullinan, Jörg Pietruszka,  Diana Larsen, Ray Arell, and all the callers to the monthly live event as we explore the topics.  If you would like to join us for the next live recording, please visit  AgileCoachingNetwork.org.(00:00) Introduction(03:52)  Dealing with disruption(42:00)  Advice for Agile in hardware development(48:21) Wrap upThis podcast is licensed under CC BY-NC-ND 4.0.  If you want more information about the Agile Coaching Network.  Please go to AgileCoachingNetwork.org.  Also, become a member of our nonprofit!  It supports our show and helps to build a great Agile community, and supports this podcast.Support the show (https://www.agilealliance.org/membership-pricing/)

Alexander Mordvintsev, the creator of DeepDream, Alex is a research scientist at Google Google Research on Deep Neural Network visualization.

Brain cells have both excitatory and inhibitory roles in transmitting neural signals. Discover how they can adapt within those roles and what that could mean for treating brain disorders. This episode is also available as a blog post: http://daretoknow.ca/2021/04/06/brain-cells-have-mysterious-self-organizing-ability/ --- Send in a voice message: https://anchor.fm/david-morton-rintoul/message

Our guest in this Q+A session on self-organizing governance is Richard D. Bartlett. This session was originally live-streamed on December 4th 2020.  Richard is a co-founder of a digital tool called Loomio, and of a decentralized consulting company The Hum. He is also the Director at the Enspiral Foundation, a collective of people working on meaningful projects around the world. As an open source enthusiast, he writes about how we work together at any scale, from our relationships to organizations to social change. He is a contributing author of the book Better Work Together, and he is writing his first book called Patterns for Decentralized Organizing. Complete show notes: http://www.futurethinkers.org/136  To join future Q&As with thinkers & visionaries, become a Future Thinkers member at http://www.futurethinkers.org/members ​ Members get access to courses, workshops, and private group calls for a deep dive into practicing sovereignty, resilience, and shadow work. To help us with the property search for the Future Thinkers Smart Village go to http://www.futurethinkers.org/landsearch  SIGN UP for our mailing list and get a FREE 50+ Page Adapt to the Future Guide: http://www.futurethinkers.org/signup 

In the new Scrum guide update, one of the key but subtle changes has been on the phrasing that teams must be “self-organizing” to now saying that they must be “self-managing.” So what might leaders do to help teams move forward in a direction of becoming more self-managing?   Joining Dan to discuss this topic and share his insights is return guest and AgileThought colleague, Michael Guiler. Mike is an agile consultant at AgileThought. He has been an agile coach for over 13 years and has experience helping geographically dispersed organizations (in both the business and technology fields) to transform and better achieve their goals.   Having done a fair amount with leaders himself, Mike has a ton of great insights on what leaders need to do to move their organization and teams in the direction of self-management, how to shift from a leader-follower to a leader-leader, why an organization would want to become self-managing in the first place, and the techniques and tactics leaders can use to enable self-managing teams. Don’t miss out!   Key Takeaways What does self-managing mean? Why would you want a self-managing team as an organization and a leader? Ultimately, you’re trying to build an environment where the organization and the people are really your focus If you can make your people happy, your organizations will take off and you will no longer have to be the “puppet master” that is pulling all of the strings Value the people and the interactions over the processes and tools “When we can get an organization to focus on the people and realize that they’re not resources … they really unleash the power of the organization.” — Michael Guiler A self-managing team can make really good decisions and have a great impact on its customers How to begin to move towards self-management and transition from a leader-follower to a leader-leader: Through an intention-based leadership model Nurture an environment that creates safety for your team Have open conversations with your team on self-management You should have a good idea of where the organization is going as a leader in order to get to a place where it can self-manage It is important to be completely transparent and make sure that everyone is on the same page about the organization’s vision and “why” The vision should be matched with feedback from the bottom (and left to right, etc.) so that it’s not a power dynamic Enable the team’s communication and ability to deliver based on the vision Get clear about how decision-making happens based on the type of decision Make sure that the proper authority for making decisions aligns with the vision and is clear Techniques and tactics leaders can use to enable self-managing teams: Story mapping is an incredibly valuable tool for software development teams to get everyone on the same page and aligned with where the organization is trying to go Sometimes a team member doesn’t have the competency or skills to become self-managing, it is your duty as a leader to fill those gaps, give them the information they need, and help them grow Give your team water-wings before you throw them in the pool! (i.e. Give your team safety so that when a mistake is made it gets caught and is not catastrophic) Challenges for leaders new to the servant leadership mindset: It takes time to change a “command and control” environment (i.e. the leader is used to “pulling the strings” and the team is used to having to wait for the strings to be pulled before they take action) If your team doesn’t understand the big picture they can’t self-manage effectively A lack of vision and understanding at all of the levels prevents self-management of the organization If you punish/reprimand team members for making the wrong decisions, they will eventually stop making decisions on their own (halting theirs and the team’s ability to become self-managing) Resources for leaders on unleashing your organization’s self-managing potential: Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet User Story Mapping: Discover the Whole Story, Build the Right Product, by Jeff Patton   Mentioned in this Episode: Michael Guiler Agile Coaches’ Corner Ep. 87: “Intent-Based Leadership with Michael Guiler” Agile Coaches’ Corner — Trainer Talk Ep: “Why Has Self-Organizing Changed to Self-Managing in the New Scrum Guide?” Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet Esther Derby User Story Mapping: Discover the Whole Story, Build the Right Product, by Jeff Patton Thinking in Systems: A Primer, by Donella H. Meadows   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In this episode, part three of a three part series on the new Scrum Guide, Professional Scrum Trainer Sam Falco answers the question: "Why has self-organizing changed to self-managing in the new Scrum Guide”? From Self-Organizing to Self-Managing In this final episode about the major changes in the new Scrum Guide, I’m going to talk about what may be the most significant change in the Scrum Guide update. And that is the change from saying that teams must be “self-organizing” to saying that they must be “self-managing.” At first, I didn’t think much of it. I thought it was sort of a search-and-replace type of thing. To me self-organizing and self-managing seemed like the same thing. I’d often thought that self-organizing was chosen to keep managers from freaking out: “What do you mean the team is self-managing? Then what am I going to do”? That might be a cynical take on my part. But even if the change is merely semantic, the significance is that organizations will look at Scrum in a new light. That phrase, “self-managing” is going to be a big shock to organizations that haven’t allowed teams to be self-organizing or self-managing at all. A lot of organizations sort of gloss over this concept. Teams aren’t really selecting what they’ll work on except in the very shallowest sense of selecting the items that are at the top of the Product Backlog. Product Owners aren’t really Product Owners except in the shallowest sense of they’re allowed to decide what gets worked on first, but they’re still just taking orders from stakeholders. Teams don’t contribute to their goals; goals are handed to them. Teams are allowed to decide how to do what they’re told to do. Maybe we let them decide who sits where, what their core hours are, and that sort of thing. But there’s a lot more to self-managing than just allowing people to decide where they’ll sit and what they’re going to work on, specifically today. When Teams Aren’t Allowed to Self-Manage What happens when we’re using Scrum but we’re not allowing teams to be self-managing? One frequent complaint about Scrum is that, “There are too many meetings”. I talked about this in a Trainer Talk episode last year. This complaint is common when an organization imposes Scrum from the top down. Here, you’re going to do this. They don’t change anything about the way they work. So, all those other meetings that are on your calendar don’t go away, and here’s four more you need to do. Often, organizations that dictate Scrum as a veneer atop their existing processes don’t see any better delivery than they were before. Sometimes things get worse. Because now they have the added overhead of the events of Scrum and all the things that go with that. And this leads to a lack of engagement, lack of ownership, it destroys morale, it causes turnover. You not only can’t retain talent, but you can’t attract talent. Because word gets out and people hear that yeah, you don’t want to work there because that’s a horrible place to work. Self-managing teams create a healthier workplace that people want to join and stay in. Scrum and Autonomy In his book, Drive, Daniel Pink examined what really motivates people in complex knowledge work domains, which includes product development. What he found was that what motivated people wasn’t being rewarded with money. The three factors that motivate knowledge workers are autonomy, mastery, and purpose.   Autonomy is the ability to decide what I am going to work on and how I am going to work on it. Mastery is the ability to continually improve your skills. And purpose means doing something that’s meaningful. Self-managing teams leverage all three of those things. And Scrum done well has all three built-in. A Scrum Team decides what it’s going to work on. A Product Goal is more than just a statement handed out. The Product Owner who creates it also collaborates with the Scrum Team on it and on what the Scrum Team needs to do to get there. The entire team gets involved in that emergent product backlog management. That’s autonomy. Another way that Scrum gives teams autonomy is that they set their own Sprint Goal. No one says, “This is what you’re going to be doing this Sprint.” Instead, the Scrum Team talks about what would be valuable to do based on the feedback they’ve gotten so far and creates its own goal and plan. And then of course, every day in the daily Scrum, the Developers meet and figure out how they are going to move a little closer to the Sprint Goal that day. They’re responsible for coming up with that plan, nobody else. Scrum and Mastery Scrum encourages mastery. The Scrum team is accountable as a whole for delivery, so there’s no idea that, “This is my area and I don’t have to do anything else”. We all expand our knowledge together and work together. And then of course, purpose is built into Scrum. We have that important Product Goal that tells us what we’re building and why. And it should be exciting for us.  A benefit of self-managing teams is that there’s less overhead for managers. They don’t have to spend time directing people and telling them what to do. The manager who introduced Scrum to our team and asked me to be the Scrum Master was so relieved that he didn’t have to chase us down for status reports, that he didn’t have to be telling people what to do. He could just say, “Here’s what we need to accomplish.” And we figured it out on our own. His management activities became about helping us grow in our careers. He would ask, “What do you need to know? What do you need to learn? How can I help with that?” Both for technical skills and for navigating our organization. That was a much more fulfilling experience for him and for us. Another benefit of self-managing is serendipity in development. Hand people a problem to solve and then get out of their way. They will solve it in ways that you never imagined. Maybe solve it better than you would have if you had told them what to do. Using Scrum to manage a project instead of driving product development misses out on creating valuable products and valuable outcomes — especially in the face of uncertainty. We can pretend that we can predict the future, but we can’t. And in complex product development, something new is always going to come up. There’s an enormous amount of uncertainty. Scrum allows us to adapt to that uncertainty as it arises. Every Sprint we have a chance to change direction. Getting to Self-Managing Teams So how do you get there? First, I would say abandon the illusion of control. I had a manager once who really struggled with that. He had a deliverable that he had been told must be completed by a certain date. He’d been told the scope, an immovable target date, a fixed budget. And he was obsessed with making sure that everyone knew what he wanted them to do. And I said, let’s try to leverage Scrum for this, and he said, “As long as everyone does what I say, we’ll succeed.” As a result, people didn’t take initiative when they needed to, for fear of getting slapped down. The project ran late, and there was hell to pay as a result. This is a bad pattern. We need to let go of the idea that we can control everything, that we can predict everything up front.  Feed your teams with objectives, not tasks. Set the boundaries within which they can make their own decisions and steer their own course. Empower your Product Owners to make decisions and shepherd their products. Certainly, they’ll need to take into consideration what stakeholders need and want, but allow Product Owners the latitude to make decision about what is most valuable to do and give them the resources they need to make those decisions. Things like access to market data, access to customers, etc. Encourage the Scrum team as a whole to be accountable toward each other and toward achieving positive outcomes. Encourage teams to do small experiments until the goal is achieved or the goal becomes obsolete. And then create a new goal or a new objective. We can manage risk with small Sprints where we constantly inspect and adapt not only the product and our progress toward the product goal but also the team’s effectiveness, the processes they work with, and the objectives they’re being asked to work on. As one of the principles behind the agile manifesto states, “Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done. And they will. That’s the promise Scrum offers. I hope you benefited from this exploration of the changes in the new Scrum Guide. I’d love to hear your feedback. If you have a question or a comment, please email us at podcast@agilethought.com. Want to Learn More or Get in Touch? Register for our upcoming web meetings See available training courses  

Could it be a better time to launch the 20th episode on Christmas?!

John Liu - Ecosystem Restoration Camps - Y on Earth Community Podcast The post Episode 95 - John Liu, Founder, Ecosystem Restoration Camps first appeared on Y on Earth Community.

Self Organizing systems are more stable over time. Here is why. Participation leads to effective organizational strategy. Organizational data is rich in potential interpretation and completely dependent on observers to evoke different meanings. As each observer interacts with the data, he or she develops their own interpretation. The richness of the interpretations result from the powers of participation. It is the participation process that brings a plan to life. Participation, ownership, and subjective data brings one to the central truth that “we live in a Universe where relationships are primary.” The world of process, the process of connecting coming into existence because of relationship. Roles mean nothing without understanding the networks of relationships and the resources that are required to support the work of that person. The agents of the system get smarter and comprehension increases. In this relationship world, it is foolish to think we can define any person solely in terms of isolated tasks and accountabilities. We need to conceptualize the parts of energy flows required for the person to do their job.

“If there's drama in your life, you don't want to talk about it. It’s hush, hush. But that's not the way you heal. It's been detrimental to our communities. So when people–especially a lot of black women—saw that representation on camera it just touched them in a way that just exploded.” - Kibi AndersonMany of us may know “Red Table Talk” as the TV show that Jada Smith, her daughter Willow, and mother Adrienne host. What you may not know is that Red Table Talk sparked thriving grassroots communities of viewers. Women in cities around the world started their own “Red Table Talks”—literally dressing their own tables with red tablecloths and gathering with strangers to experience the honest conversations that the Smiths role model on the show for themselves. Kibi Anderson is an award-winning Emmy producer and the former president of Red Table Talk. She was first a fan, drawn in by the raw conversations. We talk with her about the grassroots community that formed around the show and how she used her business savvy and inherent passion for community building to supercharge their efforts.Highlights, inspiration, & key learnings:Can’t fake the funk. Kibi’s shares how she grew up in community.Role modeling difficult conversations. How Red Table Talk maintains the integrity of initial conversation.Supporting an existing community. How Kibi and her team acknowledged, supported, and supercharged the leaders of their community.Building with. Experimenting on then launching new tools and content with your community members.Celebrating. Bringing “OG” members close to the RTT team and creating private, special content for their most passionate members.Hurdles. The challenges of not owning a channel (Facebook) and thus not being able to communicate seamlessly with the community.

I spoke with Barcelona, Spain based organizer, Manuel Gonzalez Alzuru. Alzuru founded a network called Fight Pandemics as a response to the 2020 Pandemic. Alzuru was infected with COVID-19 in France. Upon returning home to Barcelona, he found he was unable to get help even though there were people who wanted to provide it. Manuel launched the project with one mission in mind: to ensure that others could connect in time. In our conversation, we talk about the art of self organized activism, government accountability in health care policy and the the bureacratic errors associated with COVID 19. Find out more on Dreams Not Memes. To learn more about Fight Pandemics head to the link below https://fightpandemics.com/ --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/dreamsnotmemes/support

Link to bioRxiv paper: http://biorxiv.org/cgi/content/short/2020.09.30.321554v1?rss=1 Authors: Shaker, M. R., Cooper-White, J., Wolvetang, E. J. Abstract: Both the choroid plexus (CP) and the cortex are derived from the rostral neural tube during early embryonic development. In addition to producing CSF, the CP secretes essential factors that orchestrate cortical development and later neurogenesis. Previous brain modeling efforts with human pluripotent stem cells (hPSCs) generated either cortical or CP tissues in 3D culture. Here, we used hPSC-derived neuroectodermal cells, the building blocks of the anterior body, to simultaneously generate CP that forms ventricles and cortical cells in organoids (CVCOs), which can be maintained as 3D organoid cultures. Large scale culture revealed reproducibility of the protocol independent of cell lines, clones or batches. CVCOs contain mature and functional CP that projects multiple cilia into the ventricle-like fluid filled cysts and is in direct contact with appropriately patterned cortical cells. CVCOs thus recapitulate key features of developing forebrain structures observed in in vivo and constitute a useful for dissecting the role of CP in human forebrain development in health and disease. Copy rights belong to original authors. Visit the link for more info

We near the end of the focus on the agile principles with a bold statement.  The idea of self-organizing teams producing the best results is a strong position.  They are not merely better; they make the best products.  I tend to agree with this statement.  However, it is worth defending as it is not apparent. The best architectures, requirements, and designs emerge from self-organizing teams. The Value of Buy-In First and foremost, self-organizing teams impart to each member a level of ownership.  They are given the freedom and responsibility to "get the job done."  This structure implies that the members are trusted to find the best way to solve a problem and provide their input.  It is not different from the "employee empowerment" idea used in other areas of business.  Software is like anything else we build.  The people that feel they have been instrumental in the plan will feel a sense of ownership of the solution.  Therefore, they have a sense of investment and a natural desire for it to succeed. Self-Organizing Team Create A Best Fit Every member of a team has a unique mix of skills and experience.  This rule applies to any team and any environment.  Thus, traditional roles and labels are somewhat limiting.  The idea of being a "programmer," for example, may fail to utilize a member's testing skills or design experience.  When you drop the labels and roles form a team, they are allowed to apply skills where they are needed.  This approach opens the team up to the most efficient way to combine in solving a problem.  That path is where we find the best results. An Underestimation Problem One can look at a broad range of areas where a leader drives the team to conform to a system or plan.  This approach fits the team into the system rather than the system to the team.  When you step back and think about that dynamic, it is logical to have the team define the solution.  Any other approach essentially tells the team they do not know how to best use their skills.  This method can be demoralizing and reduce the sense of ownership.  In the sports world, the results of this method can be seen when a coach is fired, and a team "suddenly" performs much better. The Twelve Principles and Overall Manifesto

Taking a walk with Niran Babalola, the founder of Panvala https://panvala.com, telling us about his passion of organizing civic life in cyberspace through initiatives like DAO Rush Week https://daorushweek.com.   He shares insights and wisdom from his journey exploring ways of  organizing and the historical evolution of communities. He shows how empowering individuals with technology could lead humanity to a golden era of productivity and greater value distribution. An age of self-organizing, solving & owning our problems & solutions rather than depending on governments and big corporations to do it for us. --- Send in a voice message: https://anchor.fm/MetaGame/message

Chris and Tim talk about beard and hair styles, recent AWS Summit 2020 and working remote. The MAIN topic is what is "Agile"...hint, you're probably already doing some of it. 0:35 Nice Hair...Nice Beard 2:00 AWS Summit review 6:56 Why not the cloud? 11:19 Do you want to babysitting servers? 14:52 What's your disaster plan? 17:08 We're not a technology company? 20:29 What are you measuring 28:41 Starting out with Agile 30:26 Who started it?...Open invitation 30:59 Customer satisfaction MVP 32:38 Welcome changing requirements 33:12 Frequent deliveries 33:31 Business people and developers 34:06 Be Motivated 34:44 Measuring progress 35:00 Sustainable pace 35:24 Technical excellence 35:38 Simplicity 35:48 Self-Organizing team 36:04 Meet regularly and adjust 37:22 Agile vs. Waterfall...fight 41:26 Why should a developer be Agile? 47:59 There's no "I" in Team 53:27 Project managers fire drills 59:10 Post-it note priorities 1:02:24 Product owners care 1:06:33 Renaissance 1:08:13 Building a house 1:12:43 Demo it!! Principles behind the Agile Manifesto https://agilemanifesto.org/principles.html Lean manufacturing https://en.wikipedia.org/wiki/Lean_manufacturing Scrum tutorial with actionable tips from experts https://www.knowledgehut.com/tutorials/scrum-tutorial ~ Social Media ~ https://www.youtube.com/channel/UCNkxIgOcBf04Li83x7Lys0A/ https://twitter.com/forloveofcode https://www.instagram.com/forloveofcode/ https://www.linkedin.com/company/forloveofcode https://www.facebook.com/forloveofcode

Richard Bartlett talks to Jim about his experiences with decentralized work & organization, Gameb, group size dynamics, big change movements & much more… Richard Bartlett talks to Jim about his experiences with decentralized work & organization, transitioning from game a to Gameb, models for financial solidarity, technology-first vs psychology-first approaches to collaboration, dyad vs crew … Continue reading EP51 Richard Bartlett on Self-Organizing Collaboration → The post EP51 Richard Bartlett on Self-Organizing Collaboration appeared first on The Jim Rutt Show.

Hey Everyone and welcome to this weeks episode of The Standup Podcast where we're going to to be covering the topic of Self Organization.  You hear it everywhere in the Agile community, that Scrum teams should be "Self Organizing"... without anyone actually giving you guidance on what that means or how to get there. You'd think something as critical to the framework as that would be spelled out a little better, but alas. So this week on The Standup Podcast we actually go deep on the topic of Self Organization, what it means, what's involved, and how you start to get teams there. It doesn't just happen, and Self Organization doesn't just mean "no rules". After this weeks Standup, you should have clear direction on next steps to get your teams to a true state of Self Organization.