Psychological Safety in Operation Teams

22 bookmarks. First posted by steveax december 2017.

via Pocket
IFTTT  Pocket 
december 2017 by regisd
Psychological Safety in Operation Teams
december 2017 by brainwane
When humans are exposed to uncertainty, the resultant “information gap” results in a hunger for information, often exaggerated past the point of utility [6]. This can lead to information overload in the shape of ludicrously ornate and hard to understand dashboards, torrents of email, alerts, and automatically filed bugs. We all know engineers who have hundreds of bugs assigned to them, which they cannot possibly ever fix, but refuse to mark them “Won’t Fix.” Another pathology is subscribing to developer mailing lists to be aware of every change being made to the system. Our love of novelty blinds us to the lack of value in information we cannot act on
diversity  devops  management  sense  to_blog 
december 2017 by yorksranter
"Think of a team you work with closely. How strongly do you agree with these five statements?

"1. If I take a chance and screw up, it will be held against me.
2. Our team has a strong sense of culture that can be hard for new people to join.
3. My team is slow to o er help to people who are struggling.
4. Using my unique skills and talents comes second to the objectives of the team.
5. It’s uncomfortable to have open, honest conversations about our team’s sensitive issues.

"Teams that score high on questions like these can be deemed to be 'unsafe.' Unsafe to innovate, unsafe to resolve conflict, unsafe to admit they need help. Unsafe teams can deliver for short periods of time, provided they can focus on goals and ignore interpersonal problems. Eventually, unsafe teams will underperform or shatter because they resist change."
pdf  culture  work  2017  cognitive  load  via:alicegoldfuss 
december 2017 by handcoding