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
Jason Punyon (@JasonPunyon) · 11/2022 · Tröts: 1.765 · Folger: 409
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, "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.
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