Yes, a lot of my content has something to say about meetings! The most common artifact in organizational life and one of the least examined. Notes on what meetings are really for.
My ~sorta default setup for a workshop these days is to run these two sessions back-to-back: Future Backwards (from Dave Snowden/Cynefin), to sort out key topics that the team needs to address, then World Café, to actually work on those topics.
Hundreds of thousands of hours are getting wasted on bad decision-rights. It’s got to stop. (Contains at least two good ways to fix this problem.)
Back in 2018, I had the privilege of visiting with HR leaders at a big beer company to discuss my experiences with teaming inside large organizations.
Shopify cancelled 76,500 hours of meetings. I think that's great.
I adore shared scheduling as a tool for designing business. tl;dr At Black Glass we're synchronizing five "office closed" weeks and four mandatory (at a minimum!) weeks of PTO.
Standardizing timing changes everything. Scheduling and resourcing used to be a complete mess at Undercurrent. Individuals and teams would be double- and triple-booked some weeks, while their colleagues had nothing to do. Building a team required hours of concerted effort: Who works well together? What’s the right team for
Along with a few other folks in the UC “Management” crew, I spent Monday and Tuesday learning about Holacracy. It’s an interesting organizing idea that deserves a much longer set of posts, but the five-second version is that it’s a explicitly structured, distributed-authority, adaptive decision-making system that aims
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