Collaboration and the Nature of Human Interactions
During the cognitive Revolution, humans acquired the ability to share more information about their relationships, the world, and imagined orders that did not exist, like nations, corporations, and limited liability companies. Particularly interesting is that last one.
Imagined orders allowed people who were essentially strangers to collaborate in large numbers.
According to one theory, Homo Sapiens evolved language not just to understand the world around them.
Social animals like ants and bees have the ability to inform other individuals within their groups of where food can be found or when threats are imminent. On the other hand, humans needed to know who to trust and avoid, who was a threat, and who was a friend if they wanted to survive and reproduce. Language was a powerful vehicle for gossip.
What to Expect
This long introduction has, I hope, given the reader some idea of how complex human interactions are and how they shape our social behaviour.
Professional environments are no different than any social group, with complex hierarchies, imagined orders, and dynamic relationships.
This series of articles will focus on important topics that can make or break professional teamwork and the team’s ability to deliver.
Although the context is set in the software industry, some topics like efficient collaboration, change management, and decision-making can be extrapolated to other domains.
- Organizational Culture
- Social Groups
- Complex Hierarchies
- Edgar Schein’s Model of Organizational Culture
- Cultural Transformation
- The Purpose of Organizational Culture
- Missing in an Engineer’s Education
- Organzational Cultures Emerge
- Cognitive Biases Affect Organizational Culture
- Cultural Transformations Happen
- Cultural Change / Transformation Difficult
- Change Resistance Observed on the Individual Level
- Cybernetics inadequate to describe human groups
- Social science critical to great teamwork
Where can I find…
- The Toyota Way
- The Principles of Operational Excellence
- The Principles of Operational Excellence in Software Delivery
- A Minimum Viable Product (MVP)
- Project and Technical Risk
Process Design and Improvement
- SIPOC Process Models
- Value-Adding Effort
- Non Value-Adding Effort or Waste
- Cost of Poor Quality (COPQ)
- Process Effectiveness
- Process Efficiency
- Process Management
- Model Production Processes
- Design and Implement Superior Processes
- Analyse Data for Process Improvement
- Use Pareto Charts for Process Improvement
- Improve a Process
- Make great technical decisions
Where can I find…
- Time Management
- Time Management Techniques
- The Cost of Time Lost
- Six Thinking Hats
- Uncertainty, Randomness, and Risk