Do you ever get stuck with your blog? I certainly do, as these gaps between posts can testify. Here, Tim Davies shares his obstacles and succinctly reminds us why he — and many of the rest of us — sticks with it.
Overcoming posting-paralysis? – Tim’s Blog The caption of David Eaves’ blog comes to mind: “if writing is a muscle, this is my gym”. And linked: writing is a tool of thought. So, if I want to think properly about the things I’m reading and engaging with, I need to be writing about them. And writing a blog post, or constructing a tweet thread, can be a very effective way to push that writing (and thinking) beyond rough bullet points, to more complete thoughts.
And for inspiration, check out these visualisations of creative processes.
Process – Melike Turgut No matter how much we all try to ground our ideas in simplicity, the process of solving a creative problem is often chaotic. With this project, I try to make sense of the chaos by trying to pin-point the stages of my creative process. I use time as my constant [represented as a straight red line] and map my process around it.
How to apply Kanban thinking at work
At day’s end, review which tasks are in the “Done” column. “If you’ve only finished green tasks, ask yourself: ‘Are those my highest-value tasks? Why am I completing some and not others?’,” says Benson. “Try to identify patterns. That way you can hypothesise solutions, enact them, and test them against the board. The kanban should always be helping you improve.”
Might give this a go. I’ve got lists coming out of my ears, but I’ve been struggling with visualising my overall position on all these projects I’m responsible for.
Stuart Johnson has a good summary of Systems Thinking – which I’m guessing is A Thing now – and how it could be applied in a university careers/employability setting. I’m fighting, unsuccessfully, the temptation to write that surely this is all simply common sense?
A good Engineering Program Manager’s job is to keep the trains on time by all reasonable means. However, my experience with program managers over the past two decades is that 70% of them are crap because while they are capable of keeping the trains running on time, they don’t know why they’re doing what they’re doing. When someone on the team asked them to explain the reasoning behind the process, they’d say something to the effect of, “Well, this is how we’ve always done it…” …
Anyone who interacts with process has a choice. You can either blindly follow the bulleted lists or you can ask why. They’re going to ignore you the first time you ask, the second time, too. The seventh time you will be labeled a troublemaker and you will run the risk of being uninvited to meetings, but I say keep asking why. Ask in a way that illuminates and doesn’t accuse. Listen hard when they attempt to explain and bumble it a bit because maybe they only know a bit of the origin story.
It’s a myth, but healthy process is awesome if it not only documents what we care about, but is willing to defend itself. It is required to stand up to scrutiny and when a process fails to do so, it must change.
A great account of how an organisation’s culture could be hidden within its processes, if only we have eyes to see.