there is no talent shortage
Andrew Clay ShaferVelocity NYC 2013
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perfunctoryintroduction
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@littleidea
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disclaimera school of thought
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buckle upkeep your arms and legs inside the ride at all times
http://www.flickr.com/photos/spatch/4630771984/Wednesday, October 23, 13
connect the dots
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the past
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I’ve been to everyVelocity Conf in the US.
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you can either easily manage complex systems at scale...
or you can’t
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developer sysadmin
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developer sysadmin
3 people
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developer sysadmin
3 people
2008Wednesday, October 23, 13
change how people manage computers
a purpose
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Infrastructure is Code
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dev ops
the wall of confusion
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dev ops
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dev ops
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forward
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what this talk is not about
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ops
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dev
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devops
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talent is not necessary
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talent is not desirable
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talent is not an advantage
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A WAR FOR TALENT!
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FAILWednesday, October 23, 13
define ‘talent’
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talenta special ability that allows someone to do something well
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assume talent exists
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is talent finite?
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can talent be attracted?
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can talent be attracted?created?
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can talent be attracted?created?
cultivated?Wednesday, October 23, 13
‘talent seeks talent’
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‘talent begets talent’
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‘culture eats strategy’
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define ‘culture’
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culturea way of thinking, behaving, or working
that exists in a place or organization
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culturethe act of developing the intellectual and moral faculties, especially by education
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the origin of the word
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culture is strategy
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we talk about culturelike culture is a checkbox on a list
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we talk about culturethen abstract everything into boxes with labels
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we talk about culturethen hire based on a laundry list of buzzwords
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dev opswe reduce people to their jobs
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we talk ‘around’ culture
‘commitment’ ‘values’
‘vision’ ‘motivation’
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do we cultivate culture?
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how many put as much effort into designing their culture as they do their applications and systems?
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Conway’s Laworganizations which design systems...
are constrained to produce designs which are copies of the communication structures of these organizations
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Conway’sIt’s not just a good idea... it’s the law
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we are in the middle of inventing our culture.--Patty McCord
http://www.youtube.com/watch?v=o3e1lnixKBM
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The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go.
--Patty McCord
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prologue
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time for the real talk
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Section IThe game has changed
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never thought of myself as a developer
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though I was paid to develop
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never thought of myself as a sysadmin
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though I was paid to run systems
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never thought of myself as a manager
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though I was paid to manage
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I did whatever I could for companies
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at the level I was empowered
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I want to win
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I am fascinated with the dynamics of performance
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fascinated with the dynamics of high performing organizations
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fascinated with the psychology and behavior of high performing individuals
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what is a master?
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a master
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mentally and physically unprepared for reality real talk
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the game had changed
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In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market
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the game had changedreal talk
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the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
the game has changedWednesday, October 23, 13
what part of devops are we touching?
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the game has changed
‘understand the flow of work’
‘all about the business’
‘devops is compatible with ITIL’
‘devops is better than ITIL’
‘quit your job’ ‘change your organization’so many voices
‘feedback and visibility’
‘cycle time’
‘lead time’
‘all about culture’ ‘tools do matter’
’10 deploys per day’ ’50 deploys per day’
‘continuous this that and the other’
‘infrastructure is code’
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It is not necessary to change.
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It is not necessary to change.Survival is not mandatory.
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It is not necessary to change.Survival is not mandatory.
- W. Edwards Deming
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Gratuitous Diversion Igame theory
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the game has changed?what does that mean?
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the payoffs for a given strategy has changed
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Game Theorythe study of mathematical models of conflict and
cooperation between intelligent rational decisions makers
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Rationalchoosing to maximize a utility function
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Nash Equilibriumno players have anything to gain by
changing only their own strategy unilaterally.
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Pareto Efficiencyan allocation of resources in which it is
impossible to make any one individual better off without making at least one individual worse off
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Pareto Inefficient Nash Equilibriumpossible to make an individual better off without making any individual worse off
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Pareto Inefficient Nash Equilibriumpossible to make an individual better off without making any individual worse off
but no one will change their strategy
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Pareto Inefficient Nash Equilibriumuntil the game changes
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Pareto Inefficient Nash Equilibriumwhat are you trying to maximize?
what are the payoffs for a given strategy?
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Section IIthe makings of the learnings
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I’ve seen a lot.
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And I’ve paid attention.
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I’ve seen a good bit...
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I’ve seen a good bit... applications
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I’ve seen a good bit... applications infrastructures
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I’ve seen a good bit... applications infrastructures
agile
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I’ve seen a good bit... applications infrastructures
agile
devops
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I’ve seen a good bit... applications infrastructures
cultures
agile
devops
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I’ve seen a good bit... applications infrastructures
cultures
agile
devopssuccess
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I’ve seen a good bit... applications infrastructures
cultures
agile
devopssuccess failure
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Is there a pattern?
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Auspicious Learning?
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Success and Failure is highly correlated with the degree of ‘Organizational Learning’
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7 dimensions of Organizational Learning
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7 dimensions of Organizational Learning
• continuous learning• inquiry and dialog• team learning• empowerment• embedded system• system connection• strategic leadership
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continuous learningrepresents an organization’s effort to create continuous
learning opportunities for ALL of its members
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inquiry and dialogan organization’s effort in creating a culture of questioning, feedback, and experimentation
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team learningspirit of collaboration and the collaborative skills
that undergird the effective use of teams
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empowermentencourage feedback and action to address the gap between
the current status and the vision regardless of rank
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embedded systemestablish systems to capture and share learning
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system connectionactions to connect the organization to its
internal and external environment
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strategic leadershipthe extent to which leaders act strategically
using learning to create change
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how would we measure these dimensions?
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Funny you should ask...
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dimensions of the learning organization questionnaire (DLOQ)
Behold!
Watkins and Marsick
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In my organization?form of questions
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In my organization,people openly discuss mistakes in order to learn from them
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In my organization,people identify skills they need for future work tasks
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In my organization,people are encouraged to ask “why” regardless of rank
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In my organization,groups focus both on the group’s task and on how well the group is working
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My organization builds alignment of visions across different levels and work groups
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how powerful would it be if those weren’t questions?
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In my organization!form of statements
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and not just is words and spirit but deliberately incentivized
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and not just is words and spirit but deliberately incentivized
if they are not incentivized, they won’t be real
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Gratuitous Diversion II
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devops doesn’t work...
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devops doesn’t work...people do
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on people and their jobs
stone cutting doesn’t work?
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Three Stone Cutters
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Three Stone Cutters
“I’m paid to cut stones”
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Three Stone Cutters
“I’m paid to cut stones”
“I use special techniques to shape stones in an exceptional way, here let me show you”
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I build cathedrals
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Section IIIso now what
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have you ever belonged to a team?
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where everyone shared a purpose?
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where everyone was skilled?
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where everyone was skilled?trusted?
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where everyone was skilled?trusted?empowered?
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where everyone constantly improves?
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are you on that team right now?
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can you build that team right now?
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devops is a word
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continuous delivery... words
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stop conflating learning with academics
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stop conflating learning with training
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stop conflating learning with education
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there is no ‘school’
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the organizations that build the future become ‘graduate studies’ in the
skills they require to do so
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The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change.
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learning cannot be something that happens outside of the process
learning is the point of the process
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continuous learning
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cultivate sharing
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cultivate individuals
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a learning organization not only has the advantage of the increasing capacity of cultivated talents, but has advantages
attracting and retaining talent
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epilogue
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this is an amazing time
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‘software is eating the world’
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you are either building a software business...
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you are either building a software business...
or you will be losing to someone who is...
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this has become obvious
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you are either building a learning organization...
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you are either building a learning organization...
or you will be losing to someone who is...
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talent is not a‘search’ problem
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the talent is there
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people just need purpose
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people just need the environment to grow
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success is not about finding the right people
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success is aboutbeing the right people
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I build the future
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build the future
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the game has changed
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come at me
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Resources• Netflix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM
• dimensions of the learning organization questionnaire (DLOQ) - http://www.partnersforlearning.com/questions2.asp
• Maverick - the worlds most unusual workplace - http://en.wikipedia.org/wiki/Maverick_(book)
• The Fifth Discipline - The Art and Practice of the Learning Organization - http://en.wikipedia.org/wiki/The_Fifth_Discipline
• Organizational Learning Culture's Influence on Job Satisfaction... - http://conservancy.umn.edu/bitstream/53624/1/Hsu_umn_0130E_10474.pdf
• Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources
• Fred Ettish - http://www.youtube.com/watch?v=Z5maknndsas
• the lessons of vasa http://faculty.up.edu/lulay/failure/vasacasestudy.pdf
• Gossamer Condor
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bonus material
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Anti-Fragile™
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A tale of two projects
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contrast...the gossamer condor
withthe vasa
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The Vasa was launched after failing a stability test.
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the gossamer condor broke records for human powered flight
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