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October 30, 2012


Great article Mike, you bring a lot of valuable references together that presents a cohesive argument about valuing people and interactions over process and tools. Thanks.


I've followed your blog with interest because we seem to be headed in similar directions. My interest is in why and how knowledge-work makes conventional management practices (whether to do with HR or PM or anything else) obsolete and what to do about this. These practices evolved for organizing factory workers on production-lines, where work is routine, repetitive, physical, and solitary. Knowledge-work, of course, is none of these. It is deeply creative, highly social, and complex and we do it largely by talking to one another.

A good deal of knowledge-work consists of people 'networking' and organizing while they work, deciding what to do, when, how.... So, I've come to think of agile methods as an archetype for all knowledge-work (I believe this is why people 'stumbled' into agile. High-control management didn't fit the work they were doing. They simply couldn't do good work.) I've written about this in my book (2011) 'Beyond Management: Taking Charge at Work', which you might find interesting.

Hi Mark,

Yes, it seem like our views are very closely aligned. I will look out for your book.

Thanks for dropping by and leaving a comment.

Best regards

What a nice post!. Thanks a lot Mike :-) It really gives a fast overview about in my opinion really important topics how to help your team performing. 5 dysfunctions of a team - fantastic ... I tried various parts of it with my team and it was fun and really helped to build trust and at the end increase throughput - but at the same time having fun. Drive - another must read to understand why extrinsic motivation in my opinion has to be removed when knowledge working comes into play (for too long and we still have to suffer from these bonus and goal coupled systems ... your post is another step forward to help people collecting arguments).

5 of 5 stars


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