Writing archive
Writing organized by creation date.
A good question is not a clever way of asking, but turning a vague sense of discomfort into something verifiable, discussable, and actionable; this is a set of daily exercises for work, learning, and review.
Part of the column “Thinking Practice” · Chapter 3
Disaster recovery and review are healthy redundancy; the horse race caused by grabbing resources, grabbing projects, and unclear authority pushes an organization into zero-sum exhaustion.
The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.
One-on-ones at work are not counseling. Break anxiety into "what you can control and what you cannot"; talk through perception first, then concrete pressures and working conditions.
Part of the column “One-on-One Conversations” · Chapter 10
Functional lines once made specialized capability run efficiently; once tools lower workflow barriers, organizations should redesign around end-to-end business capability rather than cling to historical divisions of labor.
Part of the column “Technical Systems” · Chapter 5
Sync the officially confirmed objective facts first, without covering up problems; then explain goals, stability, and the new ways of collaborating separately to superiors, the team, and collaborators.
Headcount ratios are only a dynamic concept. What matters more is aligning goals, markets, and resource constraints in time when expanding, contracting, or changing plans.
Part of the column “Engineering Collaboration” · Chapter 4