User contributions for Ppugliese

21 May 2024

• 22:1822:18, 21 May 2024 diff hist −8‎ The Teams' Perspective ‎No edit summary current Tag: Visual edit
• 22:1722:17, 21 May 2024 diff hist −8‎ The Teams' Perspective ‎No edit summary Tag: Visual edit
• 22:1622:16, 21 May 2024 diff hist −4‎ Shared context improves decisions ‎No edit summary current Tag: Visual edit
• 22:1622:16, 21 May 2024 diff hist −4‎ Minimise unnecessary complexity ‎No edit summary current Tag: Visual edit
• 22:1622:16, 21 May 2024 diff hist −4‎ Invest in quality ‎No edit summary current Tag: Visual edit
• 22:1622:16, 21 May 2024 diff hist −4‎ Maximise engagement ‎No edit summary current Tag: Visual edit
• 22:1522:15, 21 May 2024 diff hist −4‎ Cultivate learning between teams ‎No edit summary current Tag: Visual edit
• 22:1522:15, 21 May 2024 diff hist −4‎ Organise around value streams ‎No edit summary current Tag: Visual edit
• 22:1522:15, 21 May 2024 diff hist −4‎ Maximise team empowerment and localised decision making ‎No edit summary current Tag: Visual edit
• 22:1422:14, 21 May 2024 diff hist −4‎ Self-managed teams ‎No edit summary current Tag: Visual edit
• 22:1422:14, 21 May 2024 diff hist −4‎ Favour teams with maximised cognitive diversity ‎No edit summary current Tag: Visual edit
• 22:1422:14, 21 May 2024 diff hist −4‎ Architectural cohesion ‎No edit summary current Tag: Visual edit
• 22:1422:14, 21 May 2024 diff hist −4‎ Product solution design is driven from within development teams ‎No edit summary current Tag: Visual edit
• 22:1422:14, 21 May 2024 diff hist −4‎ Collective responsibility for complete product development ‎No edit summary current Tag: Visual edit
• 22:1322:13, 21 May 2024 diff hist −4‎ Use the Definition of Done as an enabling constraint ‎No edit summary current Tag: Visual edit
• 22:1322:13, 21 May 2024 diff hist −4‎ Maximise the Scope of Product Increment ‎No edit summary current Tag: Visual edit
• 22:1322:13, 21 May 2024 diff hist −4‎ Avoid Components ‎No edit summary current Tag: Visual edit
• 22:1322:13, 21 May 2024 diff hist −4‎ Maximise learning: Craft skills development ‎No edit summary current Tag: Visual edit
• 22:1322:13, 21 May 2024 diff hist −4‎ Teams ‎No edit summary current Tag: Visual edit
• 22:1222:12, 21 May 2024 diff hist +14‎ Maximise Team autonomy ‎No edit summary current Tag: Visual edit
• 22:1222:12, 21 May 2024 diff hist −4‎ Maximise Team autonomy ‎No edit summary Tag: Visual edit
• 22:1222:12, 21 May 2024 diff hist −4‎ Limit Team Mental Workload ‎No edit summary current Tag: Visual edit
• 22:1122:11, 21 May 2024 diff hist −50‎ Favour Teams with broader Business Domain Competence ‎No edit summary current Tag: Visual edit
• 22:1122:11, 21 May 2024 diff hist 0‎ m Favour Teams with broader Business Domain Competence ‎ Ppugliese moved page Favour Teams with broader Business Domain Accountability to Favour Teams with broader Business Domain Competence without leaving a redirect

20 February 2024

• 12:0212:02, 20 February 2024 diff hist 0‎ File:SA Principles Continuum-2.png ‎ Ppugliese uploaded a new version of File:SA Principles Continuum-2.png current

1 February 2024

• 11:4111:41, 1 February 2024 diff hist −1‎ The Leadership Perspective ‎No edit summary current

30 January 2024

• 13:2013:20, 30 January 2024 diff hist −35‎ MediaWiki:Sidebar ‎No edit summary current
• 13:0313:03, 30 January 2024 diff hist −61‎ Glossary ‎No edit summary current
• 13:0313:03, 30 January 2024 diff hist +119‎ Glossary ‎No edit summary Tag: Visual edit
• 12:5812:58, 30 January 2024 diff hist −5‎ Create a Learning Organisation ‎ →‎Rationale current Tag: Visual edit: Switched
• 12:5412:54, 30 January 2024 diff hist −40‎ Create a Learning Organisation ‎ →‎Rationale Tag: Visual edit
• 12:5312:53, 30 January 2024 diff hist +1,403‎ N Personal Mastery ‎ Created page with "Individuals are committed to their own lifelong learning, developing patience, treating each other with respect, and seeing things objectively. Personal mastery enables individuals to effectively take part in team dialogue, challenge their own mental models and commit to a shared vision. == Related Practices == * 1 to 1 coaching ([https://www.performanceconsultants.com/grow-model GROW model], Co-Active Coaching) * [https://www.youtube.com/watch?v=Ch9j0d1VOuE Edge Model..." current
• 12:5012:50, 30 January 2024 diff hist 0‎ Mental Models ‎No edit summary current
• 12:5012:50, 30 January 2024 diff hist +2‎ Mental Models ‎No edit summary
• 12:5012:50, 30 January 2024 diff hist +1,226‎ N Mental Models ‎ Created page with "Challenge deeply ingrained assumptions that we hold, these are formed from our memories & experience they influence how we understand the world and how we take action. Very often, we are not consciously aware of our mental models or the effects they have on our behaviour. In order to work effectively with others we must be prepared to re-frame our own mental models. Re-framing these models can be hugely disruptive for people, finding out a belief they held no longer se..." Tag: Visual edit
• 12:4912:49, 30 January 2024 diff hist +569‎ N Systems Thinking ‎ Created page with "Thinking of organisations as whole systems that are bound by invisible fabrics of interrelated actions. System Thinking is a conceptual framework, a body of knowledge and tools to make full patterns clearer and help us see how to change them effectively. Systems Thinking is seen as the fifth discipline, as it integrates the following four disciples together. * Mental Models * Personal Mastery * Team Learning * Create clarity of purpose == Related Practi..." current Tag: Visual edit
• 12:4612:46, 30 January 2024 diff hist +1,128‎ N Ground Conditions for successful change - Margaret Wheatley ‎ Created page with "Margaret Wheatley identifies three conditions that support successful change initiatives for groups, teams or organizations.<ref>https://margaretwheatley.com/books-products/books/leadership-new-science/</ref> # Change cannot occur without new information entering the system. #* Give employees as much information as possible. #* This keeps people informed, builds trust, and cuts down on rumors. #* It’s also useful to set the context “Here is who we have been, and her..." current Tag: Visual edit
• 12:4612:46, 30 January 2024 diff hist +79‎ Involve those affected by change ‎ →‎Related Practices current Tag: Visual edit
• 12:4312:43, 30 January 2024 diff hist −71‎ The Full Power of Engagement - Jim Loehr & Tony Schwartz ‎No edit summary current
• 12:4312:43, 30 January 2024 diff hist +926‎ N The Full Power of Engagement - Jim Loehr & Tony Schwartz ‎ Created page with "In their text Jim and Tony state: to be fully engaged, we need to be fully present. To be fully present we must be “physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our own immediate self-interest.” They provide 4 energy management principles that drive performance: <nowiki>#</nowiki> Full engagement requires drawing on four separate but related sources of energy: physical, emotional, mental and spiritual...." Tag: Visual edit
• 12:4212:42, 30 January 2024 diff hist +1,544‎ N Self-Determination Theory - Deci & Ryan ‎ Created page with "Self-determination theory (Ryan & Deci, 2017)<ref name=":0">Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness (1st ed.). Guilford Publishing.</ref>, provides one of the most robust models for human motivation, they define three main factors that drive motivation in the workplace (and hence engagement). These are autonomy, competence and relatedness. Leaders should actively maximise these factors so that teams achieve higher le..." current Tag: Visual edit
• 12:4112:41, 30 January 2024 diff hist +1,991‎ N Building Trust in High-Performing Teams - Mila Hakanen and Aki Soudunsaari ‎ Created page with " Mila Hakanen and Aki Soudunsaari Published their initial research into Building Trust in High-Performing Teams in June 2012<ref>https://timreview.ca/sites/default/files/article_PDF/HakanenSoudunsaari_TIMReview_June2012.pdf</ref>. In that paper they explored a number of different definitions for trust, for their research they settled on: ''"Trust is considered as faith in others’ behaviour and goodwill that can grow or vanish due to interaction and experiences"''..." current
• 12:4112:41, 30 January 2024 diff hist +1,285‎ N The Anatomy of Trust - Brene Brown ‎ Created page with "Brene Brown is an American professor, lecturer, author, and podcast host.  Brown has spent decades studying the topics of courage, vulnerability, shame, and empathy.  Her TED talk, "The Power of Vulnerability"<ref><nowiki>https://www.ted.com/talks/brene_brown_the_power_of_vulnerability</nowiki> </ref>, has been widely viewed. Trust is built slowly over time, Brene uses a marble jar metaphor; “We can deposit marbles and build up our sense of trust or withdraw them a..." current
• 12:4112:41, 30 January 2024 diff hist +1,453‎ N Trust and Purpose - Paul Zak ‎ Created page with "Paul Zak states that teams fundamentally need two key components, trust and purpose.<ref>https://www.thoughtleadersllc.com/2017/04/leading-with-trust/</ref> A foundation of trust opens teams up to high levels of collaboration, creativity and performance. “Trust is a powerful lever to improve economic performance because it reduces the frictions that occur when individuals interact. If I trust you, and you are trustworthy, we are an effective team because we reliably..." current
• 12:3912:39, 30 January 2024 diff hist +42‎ Foster a high trust environment ‎ →‎Rationale current Tag: Visual edit
• 12:3012:30, 30 January 2024 diff hist +5‎ Foster a high trust environment ‎No edit summary
• 12:2712:27, 30 January 2024 diff hist +20‎ Main Page ‎ →‎Introducing ELSE current Tag: Visual edit
• 12:1912:19, 30 January 2024 diff hist +1‎ Organise around value streams ‎ →‎Rationale
• 12:1912:19, 30 January 2024 diff hist +26‎ Organise around value streams ‎ →‎Rationale
• 12:1812:18, 30 January 2024 diff hist +35‎ Organise around value streams ‎ →‎Rationale Tag: Visual edit