Reality现实:评估现状。
Options对策:讨论可行的对策。
When时机:通过行动方案。
Goals目标:确定要达到什么目标。
Reality现实:评估现状。 Options对策:讨论可行的对策。 When时机:通过行动方案。
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1.Fear no opponent,Respect every opponent.
不要惧怕对手,敬重每一位对手 2.Remenber,it is the perfectation of smallest details that makes big things happen. 记住:最小的细节上精益求精方能成大事。 3.Keep in mind that hustle makes up for many mistake. 牢记在心:仓促行事会筑成许多的错误。 4.Be more interested in charater than reputation. 要关注品格胜于名声。 5.Be quick,but don't hurry. 动作要快,但不要匆忙。 6.Understand that the harder you work,the more luck you will have. 要明白,你工作越努力,你的运气就越好。 7.Know that valid self-analysis is crucial for improvement. 要懂得:正确的自我分析对自我改善至关紧要。 8.Remember that the reis no substitute for hardwork and careful planning. Failing to prepare is preparing to fail. 要记得:努力工作和精心策划是无法取代的。不做准备等于准备失败。 Team Dynamics
An Apoplectic Dilemma Apollo 1973.4.13 A Different Approach to Teams 新新产品开发竞赛,接力开发,Scrum。 自组织团队的前提:授权、持续改进和多功能团队。 Capitalizing on Strengths 螺丝、钉子、锤子、螺丝刀,高绩效自我超越的团队发挥优势,识别技能空缺,工作严谨弥补之。 The Anarchical Team William Golding - Lord Of The Flies 个人需要超越于一群人的最佳目标之上。 The Evolution of a Maturing Team Tuckman’s Stages of Team Development in “Developmental sequence in small groups 敏捷教练的角色:培训师Trainer、咨询师Consultant、教师Teacher、导师/指导教师Advisor/Mentor、引导者Facilitator、教练Coach(关注客户的成长,并激发客户自己找到应对挑战/问题的方案)关注客户的利益决定方向,而不是教练的专业知识或观点。 客户Client=同事、团队、管理者、顾客
Coaching: opening Options by asking questions Trainer: X is … Consultant: You could do X Teacher/Advisor&Mentor:I’ve done X ,Try Y because … Facilitator :owns the process as servant leader for the group, helping maximize collaboration, learning, decision-making, and action Coach: What else? X,Y,Z… |
Author我是一名敏捷教练致力于帮助软件组织探索和设计更好地交付高价值软件的方法,专注于向软件团队讲述如何创造价值以愉悦客户并利用精益与敏捷指导软件开发。 Archives
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