Tamer Solieman

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Deep Work: Rules ...
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Doing Agile Right...
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Nov 08, 2022 10:21AM

 
The Product Book:...
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Oct 31, 2022 12:27AM

 
Book cover for Scrum: The Art of Doing Twice the Work in Half the Time
The reason this framework works is simple. I looked at how people actually work, rather than how they say they work. I looked at research done over decades and at best practices in companies all over the world, and I looked deeply at the ...more
Tamer Solieman
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Jurgen Appelo
“No matter how big the CEO’s chair is, an organization is not a machine driven by an owner. It is a social network.”
Jurgen Appelo, How to Change the World: Change Management 3.0

Jurgen Appelo
“In order to change people’s behavior, instead of changing the people themselves (which is hard to do without an expensive operating table), you might want to consider changing the environment, and let the people (re‑)organize themselves.”
Jurgen Appelo, How to Change the World: Change Management 3.0

Daniel H. Pink
“Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others—sales targets, quarterly returns, standardized test scores, and so on—can sometimes have dangerous side effects.”
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us

“When we focus on clarifying what is being observed, felt, and needed rather than on diagnosing and judging, we discover the depth of our own compassion.”
Lyssa Adkins, Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition

Daniel H. Pink
“Not always, but a lot of the time, when you are doing a piece for someone else it becomes more “work” than joy. When I work for myself there is the pure joy of creating and I can work through the night and not even know it.”
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us

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