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	<title>Think! And! Feel! &#187; Leadership</title>
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	<description>Managing Software Product Projects</description>
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		<title>Brainstorming with an Anecdote</title>
		<link>http://www.dietl.org/2010/08/brainstorming-with-an-anecdote</link>
		<comments>http://www.dietl.org/2010/08/brainstorming-with-an-anecdote#comments</comments>
		<pubDate>Sun, 15 Aug 2010 20:37:26 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Brainstorming]]></category>
		<category><![CDATA[Cognition]]></category>
		<category><![CDATA[Creativity]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Problem solving]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Social psychology]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=181</guid>
		<description><![CDATA[Time to kick off a brainstorming session. How to do that? &#8211; Reminding everybody about how brainstorming works? Focussing people on the topic at hand? Fortunately, I ran across this nice article &#8220;Twitter Strangers&#8221; just in time. I re-told the article (admittedly in a creative interpretation), roughly with the following key content: about the tendency [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Functional Fixedness: Real-world examples</title>
		<link>http://www.dietl.org/2010/07/functional-fixedness-real-world-examples</link>
		<comments>http://www.dietl.org/2010/07/functional-fixedness-real-world-examples#comments</comments>
		<pubDate>Wed, 30 Jun 2010 22:33:27 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[candle experiment]]></category>
		<category><![CDATA[daniel pink]]></category>
		<category><![CDATA[Motivation]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=162</guid>
		<description><![CDATA[You may remember the candle experiment from the recent post &#8220;Motivation 2.0: Daniel Pink on the surprising science of motivation&#8220;. The whole point of the candle experiment is to demonstrate that overcoming functional fixedness can not be accelerated with carrots and sticks &#8211; on the contrary. Here, I&#8217;d like to give three real-world examples for [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Aunt Sara</title>
		<link>http://www.dietl.org/2010/06/aunt-sara</link>
		<comments>http://www.dietl.org/2010/06/aunt-sara#comments</comments>
		<pubDate>Wed, 09 Jun 2010 20:27:54 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=160</guid>
		<description><![CDATA[&#8230; from the &#8220;anecdotes for project managers&#8221; series &#8230; This time, the story comes from ShadowCulture&#8217;s BugBash. It&#8217;s so nicely written that it can well stay there. Enjoy!]]></description>
		<wfw:commentRss>http://www.dietl.org/2010/06/aunt-sara/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Motivation 2.0: Daniel Pink on the surprising science of motivation</title>
		<link>http://www.dietl.org/2010/05/pink-on-motivation</link>
		<comments>http://www.dietl.org/2010/05/pink-on-motivation#comments</comments>
		<pubDate>Thu, 13 May 2010 16:01:50 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Cognition]]></category>
		<category><![CDATA[Daniel H. Pink]]></category>
		<category><![CDATA[Incentive]]></category>
		<category><![CDATA[Motivation]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Purpose]]></category>
		<category><![CDATA[Ted]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=101</guid>
		<description><![CDATA[The other day, a friend of mine recommended another TED-Video to me: &#8220;Daniel Pink on the surprising science of motivation&#8221; (~18 Minutes). I think everybody who&#8217;s into management and/or leadership should have seen it. It&#8217;s clearly worth watching, because Daniel is a truly gifted speaker. Still, for the hurried reader, here are the core points [...]]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Everybody, Somebody, Nobody. Anybody?</title>
		<link>http://www.dietl.org/2010/05/everybody-somebody-nobody-anybody</link>
		<comments>http://www.dietl.org/2010/05/everybody-somebody-nobody-anybody#comments</comments>
		<pubDate>Tue, 04 May 2010 16:50:10 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[anybody]]></category>
		<category><![CDATA[everybody]]></category>
		<category><![CDATA[nobody]]></category>
		<category><![CDATA[somebody]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=107</guid>
		<description><![CDATA[I think everybody knows the following story. Still, it has turned out both fun and useful for me. Regularly. This is a story about four people: Everybody, Somebody, Anybody, and Nobody. There was this important job to be done and everybody was asked to do it. Everybody was sure that somebody would do it. Anybody [...]]]></description>
		<wfw:commentRss>http://www.dietl.org/2010/05/everybody-somebody-nobody-anybody/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Image and Reality</title>
		<link>http://www.dietl.org/2010/05/image-and-reality</link>
		<comments>http://www.dietl.org/2010/05/image-and-reality#comments</comments>
		<pubDate>Mon, 03 May 2010 16:08:33 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Balanced scorecard]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[René Magritte]]></category>
		<category><![CDATA[root cause analysis]]></category>
		<category><![CDATA[software business]]></category>
		<category><![CDATA[Statistics]]></category>
		<category><![CDATA[Strategic management]]></category>
		<category><![CDATA[The Treachery of Images]]></category>
		<category><![CDATA[trahision des images]]></category>
		<category><![CDATA[Weighing scale]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=95</guid>
		<description><![CDATA[One frequent mishap in larger organizations is exaggerated confidence in KPIs. It is interesting to note that the literature on management, spends little to no attention on the accuracy of the measurement, while the literature on leadership barely mentions such KPIs at all. When discussing topics that are easy to measure, like manufacturing, taking the [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Anecdotes for Project Managers: Cargo Cult</title>
		<link>http://www.dietl.org/2010/04/anecdotes-for-project-managers-cargo-cult</link>
		<comments>http://www.dietl.org/2010/04/anecdotes-for-project-managers-cargo-cult#comments</comments>
		<pubDate>Mon, 19 Apr 2010 06:32:15 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Distributed Teams]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[anecdote]]></category>
		<category><![CDATA[John Frum]]></category>
		<category><![CDATA[Micronesia]]></category>
		<category><![CDATA[Mirror]]></category>
		<category><![CDATA[Richard Feynman]]></category>
		<category><![CDATA[Ritual]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=87</guid>
		<description><![CDATA[Another anecdote that is really working miracles is Richard Feynman&#8217;s story about Cargo Cult. I have to admit that I&#8217;m telling my own version. I&#8217;ve researched it on my own and massaged it a little bit to focus on the point I&#8217;m trying to make. The situation where this anecdote works best is at milestone [...]]]></description>
		<wfw:commentRss>http://www.dietl.org/2010/04/anecdotes-for-project-managers-cargo-cult/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>HDWKTWD &#8211; a User Story for Tasks</title>
		<link>http://www.dietl.org/2010/04/hdwktwd-a-user-story-for-tasks</link>
		<comments>http://www.dietl.org/2010/04/hdwktwd-a-user-story-for-tasks#comments</comments>
		<pubDate>Sat, 17 Apr 2010 09:27:12 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Distributed Teams]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[distributed team]]></category>
		<category><![CDATA[project management]]></category>
		<category><![CDATA[task management]]></category>
		<category><![CDATA[User story]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=88</guid>
		<description><![CDATA[Have you ever experienced that a task has been agreed, and half-way through somebody comes back beaming with the statement &#8220;it&#8217;s done!&#8221;? Every once in a while, this happens, and it happens more often in distributed teams than in localized ones. The point is: there was no real agreement about when the task is done. [...]]]></description>
		<wfw:commentRss>http://www.dietl.org/2010/04/hdwktwd-a-user-story-for-tasks/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Decision Analysis III</title>
		<link>http://www.dietl.org/2010/04/decision-analysis-iii</link>
		<comments>http://www.dietl.org/2010/04/decision-analysis-iii#comments</comments>
		<pubDate>Sun, 11 Apr 2010 19:00:09 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[conflict]]></category>
		<category><![CDATA[decision analysis]]></category>
		<category><![CDATA[Decision theory]]></category>
		<category><![CDATA[influence diagram]]></category>
		<category><![CDATA[project management]]></category>
		<category><![CDATA[truth despite conflict]]></category>

		<guid isPermaLink="false">http://www.dietl.org/?p=83</guid>
		<description><![CDATA[It&#8217;s already a while ago that I presented my Influence Diagram to our sponsors (one may remember the Decision Analysis II article). The main value of the presentation was &#8211; as so often &#8211; in its preparation: I&#8217;ve had my own mind clear on what I suggest and why In the preparation meetings, peers and [...]]]></description>
		<wfw:commentRss>http://www.dietl.org/2010/04/decision-analysis-iii/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The importance of respect in the business of software</title>
		<link>http://www.dietl.org/2009/11/the-importance-of-respect-in-the-business-of-software</link>
		<comments>http://www.dietl.org/2009/11/the-importance-of-respect-in-the-business-of-software#comments</comments>
		<pubDate>Tue, 10 Nov 2009 21:28:42 +0000</pubDate>
		<dc:creator>Josef</dc:creator>
				<category><![CDATA[Distributed Teams]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Software]]></category>

		<guid isPermaLink="false">http://www.think-and-feel.net/?p=23</guid>
		<description><![CDATA[I found a reference to the article &#8220;Opinion: The unspoken truth about managing geeks&#8220;. The reference is from Awasu&#8217;s &#8220;Anti-stupidity&#8220;. Thanks for drawing my attention to it! Thanks to both your articles, I have nothing to add. Hmmm&#8230; there&#8217;s always something to add, so how about this: The IT geniuses I&#8217;ve had the good fortune [...]]]></description>
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		<slash:comments>0</slash:comments>
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