ALP Team

"Assign problems, not tasks. Traditionally, people on the business side come up with ideas and hand them to developers who are tasked with turning them into code. Instead, let developers contribute to the solution of business problems. Who knows better how to apply software to your business than people who deeply understand technology? Tolerate failure. Experimentation is the prerequisite to innovation. Create an environment where developers run lots of small experiments and where failure is celebrated rather than punished. Run blameless post-mortems to discover why an experiment failed and what you can learn from that experience. Become obsessed with speed. Startups push new code constantly, every day. Companies can no longer spend months developing new programs. Hunt relentlessly for ways to shave the time it takes to go from "great idea" to working production code. Keep developers close to customers. Remove organizational barriers that separate developers from the people who actually use their software. When developers talk to customers they can deliver better, more useful features in less time. Every organization will embrace the builder's mindset in its own way. But these principles provide a framework for building a world-class software development organization, so you can respond faster to customer needs, adapt to a constantly changing market, and keep up with the Amazons of the world. "

"Allan Drexler and David Sibbet developed a team performance model framework for understanding team development that has similar concepts to those covered by Tuckman. In the Drexler/Sibbet model, there is a concept of a bouncing ball where team building begins with a lot of freedom of imagination, openness and aspirations and then slowly becomes more and more realistic and grounded as the team better understands the members, goals and constraints, and then bounces back up through implementation, creativity, innovation and high performance."

"Team Management - High Production/High People According to the Blake Mouton model, Team management is the most effective leadership style. It reflects a leader who is passionate about his work and who does the best he can for the people he works with. Team or "sound" managers commit to their organization's goals and mission, motivate the people who report to them, and work hard to get people to stretch themselves to deliver great results. But, at the same time, they're inspiring figures who look after their teams. Someone led by a Team manager feels respected and empowered, and is committed to achieving her goals. Team managers prioritize both the organization's production needs and their people's needs. They do this by making sure that their team members understand the organization's purpose , and by involving them in determining production needs. When people are committed to, and have a stake in, the organization's success, their needs and production needs coincide. This creates an environment based on trust and respect, which leads to high satisfaction, motivation and excellent results. Team managers likely adopt the Theory Y approach to motivation, as we mentioned above."

"COVID-19 - Racial Equity and Social Justice Resources"

"In other words, beliefs work kind of like bones. If you break a bone, its healing can go two ways: -If it's not set properly, it'll grow back as a rather permanent deformity. -But if it is set properly, it'll grow back good as new and in some ways stronger than it was before." This article has some good suggestions for leaders to support teacher beliefs about what is currently happening in education right now.