Quotes

The Practical Agilist Guidebook, Page 261

…the concept of blending roles leads to much more flexible team processes and behaviors.

Inspired, Page 261

The main challenge in testing value when you’re sitting face to face actual users and customers is that people are generally nice…

Bullshit Jobs, Page 261

It’s hard to imagine a surer sign that one is dealing with an irrational economic system than the fact that the prospect of eliminating drudgery is considered to be a problem.

A World Without Email, Page 261

…we have the potential to make these [knowledge work] efforts not only massively more productive, but also massively more fulfilling and sustainable.

Bullshit Jobs, Page 261

So the more automation proceeds, the more it should be obvious that actual value emerges from the caring element of work.

Toxic Positivity, Page 261

One of the worst things about toxic positivity is that, when used in the wrong moments, it denies what we’re feeling and makes us feel worse.

Sooner Safer Happier, Page 261

A focus only on tooling will have minimal improvement on outcomes if processes, the system of work, and behavioral norms, how people are organized and incentivized, are not changing.

Toxic Positivity, Page 261

There is immense power in knowing when you need compassion and when you need a kick in the butt. Sometimes you need one and sometimes you need both.

The Enthusiastic Employee, Page 261

…the key impediments to job accomplishment are almost invariably a function of the culture set by senior management – especially the CEO…

How, Page 262

If someone on the team is not performing, it becomes incumbent on everyone else to raise the issue and then solve it as a group, with a focus on fixing the problem, not assigning blame.