Creating a Sustainable Company Culture

March 03, 2021 by Eddie Colbeth in Evidence Based Management, Motivation 3.0

The vast majority of company cultures are random and not well thought out, many that are thought out are not based on good science, either way, the results aren’t great and usually not very sustainable. That’s because doing this well is hard work and most companies want a quick fix. Even the ones with great intentions can easily go off track if they don’t understand the science.

The Most Impactful Thing You Can do as a Leader!

September 09, 2020 by Eddie Colbeth in Motivation 3.0, Evidence Based Management

From a team perspective, the primary service we can perform as leaders is to enable the success of our teams, to be servant leaders. To do that, we have to know what success looks like, ensure that the team has the tools and knowledge they need, that they are developing mastery and growing, and that we have created an environment that is conducive for them to motivate themselves.

The Science Behind Scrum

December 07, 2011 by Eddie Colbeth in Motivation 3.0

Scrum is a flavor of agile software development. In agile the development teams are cross functional and are self-managing. The development cycles, called sprints, are short, 4 weeks or less. By the end of a sprint the code must be functional, tested and working. Scrum functions on something called empirical process control. Traditional software development (command and control) uses defined process control, which is based on the theory of how something should work. This is at the heart of why so many traditional software projects either fail or generate bad code. A defined process control is meant to work on projects that are not very complex, tasks that do not need to be exact, like making hat pins. Empirical process control is used in serious engineering when tolerances need to be exact.