Editor’s note: We have already introduced this friendly animal to you in 2019 with the article “Blame Management.” For the following text we thought it would be appropriate to get our “scapegoat” out of the archive once again!
After part 1 of this work finally exposed the perfidious and anti-democratic machinations of the big brewery mafia without mercy, now the announced continuation.
What has Sars-Cov2 to do with guilt? The answer is short and to the point: I have an suspicion.
Up to now, some of my colleagues have worked from home because they wanted to do it themselves (and sometimes their managers had to be convinced). Those who received management blessing then took special care to appear just as professional from home as from the office – or even more professional. The webcam background was checked for telltale elements that could allow conclusions to be drawn about private life, and any acoustic disturbances were also eliminated. It is better to sweat with the window closed than to risk the noise of the nearby carnival penetrating through the phone.
And all this is – at least in my experience – suddenly quite different…
… was what Andreas Bourani already sang in 2011. In the past days and weeks this phrase has often come into my head. The connection may not be immediately apparent to everyone, but the corona pandemic somehow made me aware of it again.
Can the Cynefin model help in matters of the heart?
Quite a while
ago, the so-called Cynefin model (from the Welsh word meaning “habitat”)
achieved quite a bit of notoriety. It is a typology of a system or project that
provides a clue as to what kind of explanations and/or solutions apply or might
be helpful in uncertain contexts.
The model is
divided into four categories or contexts: simple, chaotic, complex and
Now from time
to time I too use one of those platforms where you can tell other people
something (about yourself). On this particular platform I was told someone I
knew had updated his or her relationship status to “complicated”.
Clarification: Since we are now trying to better understand companies and organizations as living organisms, what appealed to me about this posting was turning the highly topical and much sought-after characteristic of agility into a person – Agililly. With the constant indispensable companion and pioneer Scrummy in the role of Scrum Master – a mostly overworked and often ignored evangelist for the necessary principles and practices. The fact that the scene takes place in a hospital should not really come as a surprise.
This is a new text from our “guest writer” Christoph Henties.
A chorus on strategy
is not recognized.
is not formulated.
is not proclaimed.
is not understood.
is not agreed.
is not felt.
Felt is not…!”
are a jazz or classical music fan, love pulsating swing or soulful ballads,
everyone can musically intonate the above chorus, the “strategy song”,
in their own way. And as a rule, harmonies and songs, especially if you like
them, become a catchy tune in your memory – they play themselves, so to speak,
almost involuntarily recurring in your “spiritual ear”. How nice it
would be if this metaphor also applied to companies‘ extensively elaborated
Are the common approaches to risk management in projects still up to date?
I think not.
In a world
in which more change takes place every day than in the whole of 1880, the
almost exclusive focus on what is known and experienced is de facto pure
arrogance paired with ignorance (and this also applies to Central Switzerland).
iterative approaches such as Scrum, which are rightly said to be better suited
to rapid change and high complexity, provide only partial concrete answers.
Shorter sprints and transparency about the state of the delivery outcomes are
very helpful, but do not turn a turkey into a visionary yet.
But how can
we position ourselves in projects in such a way that we are better prepared for
unknown unknowns, or perhaps even draw something positive from them?
Now, for a
change, a topic in which satirical exaggeration is not so easy for me.
be the reason? Maybe the topic is simply too close to my heart, too important
to me. Also, I have not yet completely penetrated it myself, thought it through
to the end, internalized it. At least that’s what my gut tells me.
question the title again. Shouldn’t it actually be “I” instead of
“you” (or at least “we”)? But it’s OK. After all, I already
have a certain advantage, because I have already dealt with it. That’s enough of
doubt. What is it about? It’s about risk management.
I cannot list all the problems that can arise with the introduction of a profit center organization, but for the interested reader here is an example of the hidden pitfalls of this system. The whole thing packed into one simple question:
profit center manager, who, due to the “considerable” internal
transfer price for the use of a meeting room of the “internal facility
management”, capitalizes on a cheaper external room…
readers will have worked or are still working in a profit center. It is
possible that some of them have not been introduced to any other form of
organization and therefore could not see any difference for “their
work” at all. For this article I originally wanted to comment on a few
personal experiences as ironic anecdotes. But since only few people know the
phenomenon of profit centers (short PCs) from the perspective of management or
finance, I decided to report a little more about the background and history of