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Verlustaversion und Scrum

Die Kunst richtig zu scheitern

oder wieso tote Pferde nicht weiter geritten werden sollten

Niemand scheitert gerne. Weder im Beruf, noch im Privaten. Dabei lernen wir schon als kleine Kinder, dass Misserfolge zum Lernprozess dazu gehören. Wir scheitern, probieren uns aus, scheitern wieder und lernen daraus. Doch je älter wir werden, desto negativer wird unser Blick auf das Thema „Scheitern“ oder „Misserfolg“ geprägt. Viele von uns trainieren sich dabei, auch durch schulische Erfahrungen geprägt, eine regelrechte Verlustaversion an.

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7 Guidelines to Make Your Agile Transformation a Success

So many businesses start transforming to Agile but make critical mistakes along the way. By following these seven guidelines, you can feel progress toward reaching your full potential—and see your teams and business thrive


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All money generated by purchasing the books through these links will be donated to the following causes:
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Smiling Gecko,
an NGO using a holistic approach to help Cambodian children and their families 
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Amnesty international,
because only in a world in which we feel safe can we change things for the better

 

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Reporters without borders,
because it takes a balanced, multi-perspective view of reality to be able to act and make life on earth oustanding for everyone 
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WWF,
because without an earth to live on, all of the above won’t be possible

Watch Videos from Leaders Around the Globe


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The Resource Utilization Trap


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Frequently Asked Questions 

Effectiveness is doing things right to reach a desired outcome. Efficiency is doing things right with minimum effort.

Effectiveness is the answer to the question, “Which actions contribute to a defined goal or desired result?” The greater the contribution of the action, the greater its effectiveness.

Efficiency plays a role once it has become clear what action is to be taken. It is the answer to the question, “Is this the right action in terms of effort, time, energy or resources?” If this is the case, efficiency gains can still be achieved.

When classical change initiatives are “measured,” various studies conclude that their failure rate is about 70%. They fail in regards to time frame, budget and/or technical, business, and human objectives. 

These classical approaches mistake transitions for transformations (see FAQ question above). They try to reach broad objectives with one straight, targeted process. This rarely works, because frame conditions (e.g. the planned availability of those involved) can change over time and human nature only allows us to accept changes introduced in small steps.

On the other hand, small changes are the norm in every company. With these, a company develops continuously, consciously, and at its appropriate speed. Working step by step doesn’t lead to resistance. It helps introduce small, helpful improvements that ultimately make a big difference.

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