Ever since Google started with social networks, I’ve been skeptical. But Google+ seems to have more staying power than any of the previous attempts (e.g. dodgeball, wave, buzz). By taking an agile development approach, it allowed Google to release a product that was far from complete, but had enough functionality to make the product usable. This approach is called Minimum Viable Product. The challenge with this approach is that people came, saw, evaluated and left. Many of these people never looked back. I think Alan Lepofsky captured it well when he tweeted:
Continue reading “The Google+ Experiment (Part 1)”
I’m sure you all know one. That person that’s always trying to poke holes in your work, the one that never seems to be satisfied, the one that you get frustrated with because it seems like things are never good enough to escape their critique. Well, believe it or not, this person is a very important role inside of your company and more importantly inside your social networks to avoid a phenomenon called “Groupthink”. Groupthink is a mode that a group of people gets into when they desire harmony in decision making without a realistic appraisal of alternatives and where there is a desire to minimize conflict.
Sure, we all want harmony in decision making, that makes our jobs easier, but does it give us the best decision? Most likely not. Let’s face it, how many times have we been in the situation where we know what we’re doing isn’t right, but the effort required is just too great considering your workload or the political cost? When you add a boss’s opinion to the mix, the chance that the group will align with his/her opinion is very high, despite the fact that it could possibly be the worst possible approach.
Continue reading “Groupthink: The company ‘A-Hole’ and why you need one”