The Hawthorne Effect

 Kathleen Dollard, one of my favorite authors on software development, once made the remark that a lack of experience is holding our profession back. Over the years I’ve spent in software development, I’ve found substantial reason to agree. Here’s what I see as some of the obstacles to gaining a sound reservoir of experience in a software development organization. • The loss of experienced developers and architects from software development: Experienced developers and architects may go out the back door and take their experience with them. • Micromanagement by technically atrophied management: A number of times experienced developers go into management in software development organizations. Usually, their technical skills quickly atrophy, and they do not keep up with current software development processes. They may continue to give directions, but their directions make less and less sense because of the growing divergence between their own base of experience and current and appropr...

Some time ago I went through the book Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee and Resonant Leadership by Richard Boyatzis and Annie McKee. In the fall of 1995 I went through the Managerial Assessment and Development course at the Weatherhead School of Management at Case Western Reserve University, and there is some material from that course mirrored in Primal Leadership. In Primal Leadership , the authors distinguish between resonant leadership and dissonant leadership, and explain the following leadership styles: • Visionary (Resonant): Guiding people by and toward shared dreams. • Coaching (Resonant): Connects a person to the organization by linking their strengths, weaknesses and personal goals to the long term goals of the organization. • Affiliative (Resonant): Connects people through emotional ties and shared concern for each other. • Democratic (Resonant): Connecting people to the organization by l...

  In this brief video I go over a situation in my life where I saw God leading me to better situations away from conflict and rage from others. Is there a place out there where you might find yourself better flourishing in the will of God? Let's explore it together! In the video I refer to Genesis 26:17 -22/. Here's where you can read it for yourself ► https://www.biblegateway.com/passage/?search=Genesis%2026%3A17-22&version=ESV DISCLAIMER: This video is educational and not intended to substitute for any legal, psychiatric or psychological advice or treatment. Please consult with a qualified professional in your area if you need legal, psychiatric or psychological advice or treatment. Professional qualifications are necessary for a clinical diagnosis of narcissistic personality disorder #jesuschrist #escapefromabuse #escapingthematrix #findinggodswisdom #findinggodswill #godsguidance #godsguide

 William Ury, Getting Past No: Negotiating Your Way from Confrontation to Cooperation. New York: Bantam Books, 1993. Summary: Negotiation, whether informal or formal, can be tough. There are primarily five real world barriers to cooperation: · Your own reaction to attack and attempts at exploitation. · The other side’s anger, hostility, fear and distrust. · The other side’s rigid adherence to their position. · The other side’s unwillingness to reach a mutually satisfactory agreement. · The other side’s determination to win as a demonstration of power. The strategy to break through these barriers are these five steps: · Go to the Balcony. · Step to their side. · Reframe. · Build them a golden bridge. · Use power to educate. Preparation for a negotiating situation is highly urged, and concentrates on thinking through the four major points from the previous book, Getting to Yes, in regard to oneself and the other parties involved in the negotiation. GO TO THE BALCONY. The natural reac...

Before I retired, I had done consulting / contracting for a number of years, and I’ve worked with a few companies and managers. Here are some pointers on how to get the most of a **highly skilled** consultant / contractor like myself. 1. Clearly define the purpose of the assignment beforehand, and inform the consultant / contractor. Is it: • Staff supplementation: a consultant taking over a role in the organizational chart normally assigned to a permanent employee who may be going on leave or another long term project. • A specific short or long term development or infrastructure project. 2. Define whether this engagement is considered to be a contract to hire position. Again, inform the contractor as to whether this is your expectation. Some consultants do not want to leave consulting, and the consultant should know whether this is a ‘try-buy’ opportunity. 3. Define the reporting structure of the consulting position, and the expended duties, procedures and time and status reporting me...

This was published previously in this blog back in 2010. I'm re-publishing it for any benefit which others can find from it I'm happily and honorably retired now. 

 Hey, do you care about growing your career? And do you care about finding your niche and building your stack of skills? In this video I put together some insights that I've developed over the years, and I also lean on the shoulders of Scott Adams, King Solomon and John D. Rockefeller for some insights to include. I may ramble in some sections, but there's some gold here which I'm passing on for your benefit.   DISCLAIMER: This video is educational and not intended to substitute for any legal, psychiatric or psychological advice or treatment. Please consult with a qualified professional in your area if you need legal, psychiatric or psychological advice or treatment. #career #careergrowth #skills #skilldevelopment #skillstacking