Category Archives: External links

#188 Tinkering

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Here is a quote attributed to the Exploratorium:

“Tinkering is what happens when you try something you don’t quite know how to do, guided by whim, imagination, and curiosity. When you tinker, there are no instructions—but there are also no failures, no right or wrong ways of doing things. It’s about figuring out how things work and reworking them. Contraptions, machines, wildly mismatched objects working in harmony—this is the stuff of tinkering. Tinkering is, at is most basic, a process that marries play and inquiry.”

Tinkering is sign of curiosity and inner drive. If you love to tinker, a “no questions asked” portion of your budget (time and money) should be set aside for tinkering.

If you don’t have inner drive, or you work for a company that does not permit it, then you won’t be tinkering. Saying that your boss won’t allow it is a cop out. “Tinkering” is a state of mind. If you don’t have that urge, then you likely don’t have inner drive.

I’m afraid I do not know how to foster curiosity in people who are inherently not curious. Most theories of motivating humans work only if there is something to motivate in the first place. Tinkering to find out how to motivate your co-worker may be fun for a while, but it quickly becomes a drain, emotionally and financially. In such cases, I can only hope you have the option to trade that person. If you don’t have inner drive, it is likely your co-workers are looking for ways to trade you. You have been warned!

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#186 Bottlenecks

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Any non-trivial program or project will require assembling resources and applying them in a coordinated fashion to the problem at hand. A question arises: where should the resources sit?

The instinctive answer may be to gain ownership and control of resources. It provides comfort and higher degree of flexibility. You may need to explain why you want a resource but you change what you want the resource to do at any time. Having ownership and control of all resources is not always the most cost effective option for enterprises. A “shared services” model may bring down costs and be better.

However, shared services bring their own challenges, a big one is creation of bottlenecks. Loss of control over resources means more effort is required to create a value case and experiments are going to be harder to carry out. As we all know, a camel is a horse designed by a committee.

Which one is “better?” The answer will take more time and space than this blog has, but for now, you need to be aware of where your bottlenecks are, and why they exist. Ownership is a big reason, but lack of skill is another. You may own the resources, but if you do not know how to apply them to solve problems, you’ve just created a bottleneck.

Watch this short video to learn why the bottleneck of the bottle is at the top. The point is, if you are a leader, the bottleneck might be you.

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