Top-down monitoring systems like tracking everything people do at work are not efficient. They don't work. However, we still need to collect data to monitor systems. But they should be used to make the invisible things visible and identify problems to solve them. They should not be used to determine what direct...
The feedback in relationships is about you AND the other person The feedback in relationships is never about you or me. It's about you AND me. It's a two-way street. When we hear feedback from someone else, and if they are close to us, such as a spouse or a boss, we receive it according to our relationship lens....
In the feedback discussion, there are relationship triggers. The feedback comes from our relationship with another person. In this kind of feedback, one person starts giving feedback. The other person responds with a totally unrelated thing to the feedback; they switch track of the conversation. It's similar to the...
We create accidental adversaries because of a lack of clarity or confusion in roles. When roles are not clear, we confuse the other side. That's why the feedback we get may feel off-point; when responsibilities and roles are unclear, who is responsible for answering support requests? When these kinds of things are...
Focus on how to pull feedback instead of giving feedback. Master the pulling feedback skills that drive our learning and curiosity. We always focus on giving effective feedback, yet whoever receives it is more important to hand over the feedback right. The teacher gives the same lesson to all students. It's how you...
Every idea in each creative process has inconsistencies and missing parts. They reveal themselves in the execution step. When an author has an idea, they don't realize the inconsistencies in the idea and don't see the missing points until writing it down. A software engineer cannot oversee every missing part of the...
We can discover our hidden creativity instead of focusing on negativity and how incompetent we feel. Set aside some time and go over the following to find out your creative sides: Success: Think back and find out your talents and abilities. What are you good at? Think about your skills. Consider your previous...
We can define traditional systems thinking as separating the system into parts, looking at the relationships between them, and designing the overall system while thinking about these relations. In systems thinking, the problem is considered holistically. It is a logical exercise where we solve the problem in parts....
While preparing and planning software architectures, the architect can get help from the actors/actions model to discover how the system will be used by whom. The architect defines actors and how they act in the system. The actors map each incoming communication to either a message sent to other actors or a new...
Event Storming is a component discovery technique from Domain-Driven Design. An architect assumes that the system will use events and messages. Together with the team, they identify which events will occur and how these events will be handled. They design the components around these events and message handlers. This...
The level of the architect's involvement in the project should be certain and not very deep. When architects create extremely detailed software designs, they begin micromanaging the work. This is one of the reasons why architects are often misunderstood and people don't like getting directions from them. The role of...
When giving or receiving feedback, the statement is true. But I couldn't stop myself from thinking and challenging it by thinking about different cultures. Does it apply to every culture, especially where people highly avoid confrontation? In Asian cultures, such as Japan, harmony is preferred, and disagreements are...
