Working at the Correct Level of Abstraction at the Right Time: All the Time.

Today I observed a mob of programmers self-organize into 3 concurrent levels of abstraction. They were developing a computer game.  If Whole Team Programming or Mob Working is a new phrase to you, the basics are here.Roles and Levels in MobbingAt the lowest level (1) of abstraction was the Driver. They operate the keyboard and mouse to manipulate the IDE, version control, and code base.  The least experienced developers went on a 3 way rotation in the Diver role. The next abstraction level up (2) was the Navigator & Researchers roles. Three more developers who had their own laptop computers, occupied these roles. They were switching between conversation, searching the web for code samples, design patterns, and the suite of test scripts. They were making code alterations and commenting with Teletype. …
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Governing Transparently

Have you ever seen an organization that lacks any semblance of focus, or prioritization at the program portfolio portfolio level, and cannot find any way to improve beyond operating in power politics wherein the highest ranking officer, or person with greatest social currency (aka. pecking order) calls all the shots with no real accountability for the final outcomes? I have.I also knew of no simple alternative governance models...until today. There's at least one. It's called the "Money Pile Game." I'm going to explain why this could be a boon for very serious Agile Executive Coaches, Intrapreneurs, and start-up founders everywhere looking for a simple, effective, and rapid governance model. https://www.youtube.com/watch?v=lUV79U8RszQ&feature=youtu.be So, let's start picking MPG apart with Good Game Mechanics. (a construct established by Jane McGonigal in her book entiteld,…
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But Why Communitas?

Civilization seems so obsessed with individualism, personal performance, and distinctly partitioned acknowledgement with rewards these days. Why Community, and why now? Many are asking. There is an excellent source of answers from a book published as many as 27 years ago, as of the time of this writing. Multiple extractions from the same book follows:"Responsibility for the WholeThe freedoms in the first column of our chart - truth and rights, empowered teams, and freedom of enterprise - liberate the power of the individual and of teams and focus attention on the customers. These freedoms can themselves transform bureaucracy, but the transformation will be neither balanced nor complete. Other complementary forces and institutions are needed for people to connect, collaborate, and give each other community support - especially to get complex…
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