Core belief in effective product development culture.

A growth mindset is the belief that intelligence/talent/capability is something that is developed.

Via the Farnham Street blog post on Mindset, Nigel Holmes created a nice graphical summary of the difference between a “fixed” vs “growth” mindset:

Fixed mindset: desire to look smart, avoid challenges, give up easily, see effort as fruitless or worse, ignore useful negative feedback, feel threatened by the success of others; Growth mindset: desire to learn, embrace challenges, persist in the face of setbacks, see effort as the path to mastery, learn from criticism, find lessons and inspiration in the success of others
Fixed Mindset vs Growth Mindset

A fixed mindset is the belief that intelligence/talent/capability is both innate and static. This leads to the desire to…

Roles and responsibilities questions are quite typical when considering how to setup product development organisations. For example, something along the lines of:

  • “What roles should you have on teams?”
  • “What should be the responsibilities of each role?”

In every case I’ve encountered these kinds of questions, there is a preceding question that should have been asked first: “What problem are you trying to solve?”

Product strategy defines what activities are relevant; the relevant activities define what roles and responsibilities are required. Different stages of the product life cycle require different activities (experimentation, iteration, optimisation); different activities require different roles and responsibilities.

In other words, roles and responsibilities should follow product strategy.

Modified from my old blog.

Consistency can be imposed or natural.

There are generally two approaches to consistency in ways of working:

  • Impose consistency through policy;
  • Encourage consistency naturally via exposure.

Consistency encouraged via exposure is what I call natural consistency. Some of the ways I’ve seen that create natural consistency include:

  • Having showcases between…

Larger organisations can lead to a fear of not being seen

Small organisation: “Hi Jason, I saw you were at Byrant Park last weekend. How’s Project A going?”; Large organisation: “I’m sorry… do you work here?”

When organisations are small, you know everyone and what everyone is doing. It’s less likely that anyone is worried about not being seen or recognised.

When organisations get larger, you don’t know everyone nor what everyone is doing. …

Jason Yip

Senior Agile Coach at Spotify, ex-ThoughtWorks, ex-CruiseControl

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