|
|
|
- [[Japanese]]
|
|
|
|
- Part IV Developing a highly productive team
|
|
|
|
- [[Chapter 21 The whole is greater than the sum of its parts]]
|
|
|
|
- [[Chapter 22 Legend of the Black Team]]
|
|
|
|
- [[Chapter 23 Team Killing, 7 Secrets]]
|
|
|
|
- [[Chapter 24 Sequel, Team Killing]]
|
|
|
|
- [[Chapter 25 Competition]]
|
|
|
|
- [[Chapter 26 Effects of Spaghetti Dinner]]
|
|
|
|
- [[Chapter 27 Taking off the Kimono]]
|
|
|
|
- [[Chapter 28: The Mysterious Chemical Reaction of Team Formation]]
|
|
|
|
|
|
|
|
## Chapter 23 Team killing, 7 secrets (pp.161-169)
|
|
|
|
|
|
|
|
- **Team Kill**: Figure out how to nurture your team through ways that hinder team formation and disrupt projects
|
|
|
|
- Defensive Management
|
|
|
|
- Bureaucracy
|
|
|
|
- decentralized work place
|
|
|
|
- time division
|
|
|
|
- Product quality reduction
|
|
|
|
- bluff delivery time
|
|
|
|
- Team disbandment policy
|
|
|
|
|
|
|
|
### Defensive management
|
|
|
|
|
|
|
|
- Subordinates have autonomy and freedom only when they have the right to make mistakes and work in a way different from that of their manager.
|
|
|
|
- If you can't work without the manager's judgment, it will hinder team cohesion
|
|
|
|
|
|
|
|
### Bureaucracy
|
|
|
|
|
|
|
|
- Occasionally create documents **Paperwork** (paperwork) is bureaucracy and a kind of defensive management
|
|
|
|
- Bureaucracy hinders team building
|
|
|
|
- Successful managers don't let their subordinates do paperwork
|
|
|
|
|
|
|
|
→ It is difficult to understand because the word paperwork stands out, but the subject is bureaucracy, and paperwork should be considered a symbol of bureaucracy.
|
|
|
|
|
|
|
|
#### Author's note: A side note on bureaucracy
|
|
|
|
|
|
|
|
I don't think "Peopleware" fully explains why bureaucracy hinders team formation, so I would add that bureaucracy is something like the following.
|
|
|
|
|
|
|
|
- Emphasis on procedures and rules. This increases the amount of unsophisticated work more than necessary, and may reduce work efficiency.
|
|
|
|
- It becomes difficult to introduce new ideas and approaches, and it becomes difficult to exercise creativity and flexibility.
|
|
|
|
- The rigid hierarchical structure of the organization makes it difficult for individuals to exercise their abilities and ideas.
|
|
|
|
- The division of roles and responsibilities is clear, and the ability of the entire organization may be limited by situations where individual contributions and expertise cannot be utilized.
|
|
|
|
|
|
|
|
I have listed the negative items, but it is true that bureaucracy itself is not a bad thing, but that it has characteristics that are clearly incompatible with intellectual work that requires individual creativity. The author probably assumed that the reader was aware of the characteristics of bureaucracy, but lacked a concrete explanation.
|
|
|
|
|
|
|
|
### Distributed Workplaces
|
|
|
|
|
|
|
|
- Lack of opportunities to deepen daily conversations and exchanges necessary for team formation
|
|
|
|
- Workers doing different tasks next to each other can be a source of noise and interruption, but the same team often keeps quiet at the same time
|
|
|
|
|
|
|
|
### Time Fragmentation
|
|
|
|
|
|
|
|
- There is a limit to how many interactions a person can remember
|
|
|
|
- Interactions within a team are exclusive, you cannot be in multiple cohesive teams at the same time
|
|
|
|
- Teams placed at the same time do not stick together
|
|
|
|
|
|
|
|
>Simply saying that each person can only be assigned one task at a time can greatly ease the fragmentation of time and give the team a chance to cohesive.
|
|
|
|
|
|
|
|
### Product Quality Reduction
|
|
|
|
|
|
|
|
- Reduce the cost (time) of the product and hurt the pride and joy of programmers who are forced to make products below their capabilities
|
|
|
|
- Quality reduction destroys the sense of unity of the team and loses the consciousness of jointly completing the product
|
|
|
|
|
|
|
|
### bluff delivery
|
|
|
|
|
|
|
|
- When the manager gives a **bluff** delivery date that cannot be completed, the members think that the delivery date is absolute and lose their motivation for unsuccessful work.
|
|
|
|
- You can't expect team cohesion under a manager who thinks that subordinates won't do their jobs without intimidation
|
|
|
|
|
|
|
|
### Team disbandment policy
|
|
|
|
|
|
|
|
- Your team will be destroyed if you do anything that separates people from your team
|
|
|
|
- The company was cold to the team
|
|
|
|
- Lack of self-confidence in managers (Chapter 22)
|
|
|
|
- Low management interest in the team
|
|
|
|
- manager and team
|
|
|
|
- No team united at manager level
|
|
|
|
-The manager is accepted into the team only as a temporary colleague of his subordinates
|
|
|
|
|
|
|
|
---
|
|
|
|
|
|
|
|
- Most companies act like they are team killers |
|
|
|
\ No newline at end of file |
