Check out the following presentation at Parleys: Project anti-patterns. How to make your project fail
This presentation shifts the concept around abit . You’re generally used to getting presentations on how you should do certain things. The principal technology officer of Cap Gemini tries a different approach to identify the issues of failed projects.
Learn these 10 tricks and you’ll be the most powerful Linux® systems administrator in the universe…well, maybe not the universe, but you will need these tips to play in the big leagues. Learn about SSH tunnels, VNC, password recovery, console spying, and more. Examples accompany each trick, so you can duplicate them on your own systems.
Lazy Linux: 10 essential tricks for admins
How to be a more productive Linux systems administrator
- Trick 1: Unmounting the unresponsive DVD drive
- Trick 2: Getting your screen back when it’s hosed
- Trick 3: Collaboration with screen
- Trick 4: Getting back the root password
- Trick 5: SSH back door
- Trick 6: Remote VNC session through an SSH tunnel
- Trick 7: Checking your bandwidth
- Trick 8: Command-line scripting and utilities
- Trick 9: Spying on the console
- Trick 10: Random system information collection
The following slideshare is about the “Inbox Zero” concept. If you like the concept behind this time-management technique, then you might also want to check out the full video that was used as basis for this presentation.
The next video is from Keith Barry at TED. He demonstrates how our brains can fool our bodies. I’m a believer of NLP yet this seems to go the next level, more towards the “magician”. Here I must say that I don’t believe in magic, that it’s always an illusion… 😉
You might remember the Tuckman stages for group development. If you’ve checked up on this, you might have wondered how to manage this.
- Forming: The group comes together and gets to initially know one other and form as a group. During this phase you’ll have to be very direct in your goals, and stay close.
- Storming: A chaotic vying for leadership and trialling of group processes. Here you’ll be applying a coaching attitude.
- Norming: Eventually agreement is reached on how the group operates (norming). You should take part of the group, yet you should only guide them.
- Performing: The group practices its craft and becomes effective in meeting its objectives. You’re comfortable to delegate things, as they are at their peak.
The growth phases model of Greiner suggests that organizations go through 6 stages of growth and need appropriate strategies and structures to cope. It is a descriptive framework that can be used to understand why certain management styles, organizational structures and coordination mechanisms work and don’t work at certain phases in the development of an organization. The 1972 model of Greiner describes five (six) phases of organizational development and growth.
While growth is fun when things are going well, when things go wrong, this chaos can be intensely stressful. More than this, these problems can be damaging (or even fatal) to the organization. The “Greiner Curve” is a useful way of thinking about the crises that organizations experience as they grow. By understanding it, you can quickly understand the root cause of many of the problems you’re likely to experience in a fast growing business. More than this, you can anticipate problems before they occur, so that you can meet them with pre-prepared solutions.
Continue reading “Greiner’s Six Growth Phases”
Blending everyday experience with groundbreaking research, Professor Dan Ariely explains how expectations, emotions, social norms, and other invisible, seemingly illogical forces skew our reasoning abilities. Not only do we make astonishingly simple mistakes every day, but we make the same types of mistakes. We consistently overpay, underestimate, and procrastinate. We fail to understand the profound effects of our emotions on what we want, and we overvalue what we already own. Yet these misguided behaviors are neither random nor senseless. They’re systematic and predictable—making us predictably irrational.