I’m a competitive person by nature – everyone would tell you so. I’ve had jobs that give me bonuses based on how well I do compared to others, how well the company does in the market, and how ‘hard’ I work, so to say, based on some arbitrary metrics. I hadn’t thought about bonuses as being demotivating before because I like to compete (and win). In some of my experience they have driven behaviors of lower collaboration and higher negative competition where the only winner is the company itself and not the individual employee doing the work (and the company can only win in that situation for so long before people get frustrated and either leave or stop trying). Doesn’t sound like the ideal situation.
I can’t be the only one who feels pressure to be perfect. At least not the only one in my generation: the millennials. We are told for our whole lives that we can do whatever we want to. We are constantly praised for doing anything from getting a good grade to throwing a Frisbee correctly. We are molded to believe we can do no wrong, but that’s not the case. When we do in fact do something less-than-perfect, the pressure of the impending blame or failure is almost crippling at times.
There are certain events and people that make you see things more clearly. These are catalysts for change, change agents, breaths of fresh air, or taking off the rose colored glasses/beer goggles. As Agile coaches that is our job, to show teams that what they have been doing is not the only way of doing it. That there are other ways to see things. But what about the actual change? And what about the process that teams have to go through to get to the same vantage point? How do we address the grief cycle they need to go through?
A sunk cost is an accounting term referring to something (e.g. a project) that has been heavily invested in without success and will not continue to be funded. In these situations, often more money or time has been spent than is wise and it continues because so much has already been invested. The mantra is…