Inversion is a disruptive, revolutionary way of approaching not only work issues, but even life, mostly when you find stuck on something. Great discovery, thank you Michal.
How did you switch from the ‘not-to-do’ to actually generating good ideas for the morale boosting? If you would like to share the ideas themselves and how they originated from the model, I would be very curious to hear :)
After collecting all the points to avoid, we conducted another exercise during the same workshop to come up with ‘to-do’ ideas, considering everything we noted on our ‘not-to-do’ list. I think this sentence could be included in the post for better clarity. Thanks!
One of the ‘not-to-do’s was something like “do not inform them about the state of business,” and it was mentioned by nearly everyone. As a consequence of this particular workshop, I scheduled regular updates on the status of our projects, mainly to address uncertainty. To give you more context: It was a software house, where we did not depend on a single product but rather on the demand for development services in various settings.
The workshop was great opportunity for aligning our leadership team, making sure we knew what to avoid. Following this, we started a new mentoring program that linked individuals working with the same technology stack, and we brought back knowledge-sharing sessions across departments. These initiatives for a system-approach to growth for developers could be interesting topics for future posts.
Inversion is a disruptive, revolutionary way of approaching not only work issues, but even life, mostly when you find stuck on something. Great discovery, thank you Michal.
Thank you, Pietro, for kind words!
Yes, it can be used in all sorts of situations - it is a universal mental model.
Interesting format Michal, I’ve never tried it :)
How did you switch from the ‘not-to-do’ to actually generating good ideas for the morale boosting? If you would like to share the ideas themselves and how they originated from the model, I would be very curious to hear :)
After collecting all the points to avoid, we conducted another exercise during the same workshop to come up with ‘to-do’ ideas, considering everything we noted on our ‘not-to-do’ list. I think this sentence could be included in the post for better clarity. Thanks!
One of the ‘not-to-do’s was something like “do not inform them about the state of business,” and it was mentioned by nearly everyone. As a consequence of this particular workshop, I scheduled regular updates on the status of our projects, mainly to address uncertainty. To give you more context: It was a software house, where we did not depend on a single product but rather on the demand for development services in various settings.
The workshop was great opportunity for aligning our leadership team, making sure we knew what to avoid. Following this, we started a new mentoring program that linked individuals working with the same technology stack, and we brought back knowledge-sharing sessions across departments. These initiatives for a system-approach to growth for developers could be interesting topics for future posts.
Thank you, Anton, for the questions!
It'd be great if you could write about your stories in more details in your future newsletters!
Thanks for the detailed explanation! It’s indeed a great topic I would love to hear more about 🙃