mastodonien.de

fosstodon.org

Zeitpunkt              Nutzer    Delta   Tröts        TNR     Titel                     Version  maxTL
Do 18.07.2024 09:31:02    61.956      -1    3.554.451    57,4 Fosstodon                 4.2.10     500
Mi 17.07.2024 22:00:27    61.957      +1    3.553.476    57,4 Fosstodon                 4.2.10     500
Di 16.07.2024 22:01:10    61.956      -1    3.550.157    57,3 Fosstodon                 4.2.10     500
Mo 15.07.2024 22:00:36    61.957      +6    3.547.999    57,3 Fosstodon                 4.2.10     500
So 14.07.2024 22:00:01    61.951      +1    3.544.794    57,2 Fosstodon                 4.2.10     500
Sa 13.07.2024 22:00:00    61.950      +2    3.542.390    57,2 Fosstodon                 4.2.10     500
Fr 12.07.2024 22:00:08    61.948      +1    3.539.632    57,1 Fosstodon                 4.2.10     500
Do 11.07.2024 22:01:45    61.947      +6    3.537.376    57,1 Fosstodon                 4.2.10     500
Mi 10.07.2024 22:00:37    61.941     +12    3.533.951    57,1 Fosstodon                 4.2.10     500
Di 09.07.2024 22:00:53    61.929       0    3.530.507    57,0 Fosstodon                 4.2.10     500

Do 18.07.2024 17:05

Q: How would you collaborate with staff engineers and other senior technical staff to drive significant changes in the organization? A: Abstractly: There is a maximum amount of significant change that can be pushed through a team before that team's common understanding begins to degrade. You must be judicious in its application or you risk the ability to make any change at all. But significant change is often just 3 minor changes in a trench coat. You can drive a lot more of those. When viewed this way, you can recast the problem as: How do we create a small system of minor changes that the org is good at,

Q: How would you collaborate with staff engineers and other senior technical staff to drive significant changes in the organization? A: Abstractly: There is a maximum amount of significant change that can be pushed through a team before that team's common understanding begins to degrade. You must be judicious in its application or you risk the ability to make any change at all. But significant change is often just 3 minor changes in a trench coat. You can drive a lot more of those. When viewed this way, you can recast the problem as: How do we create a small system of minor changes that the org is good at, "moves", such that those moves often compose into the kinds of significant changes the business tends to want? Less abstractly: 1. Figure out whether significant change is needed. 2. Figure out which significant change is needed. 3. Make that change easy. 4. Make that easy change.

[Öffentlich] Antw.: 0 Wtrl.: 0 Fav.: 0 · via Phanpy

Antw. · Weiterl. · Fav. · Lesez. · Pin · Stumm · Löschen