Doc Norton
Doc Is Passionate about...
working with teams to improve delivery and building great organizations. Once a dedicated code slinger, Doc has turned his energy toward helping teams, departments, and companies work better together in the pursuit of better software. Working with a wide range of companies such as Groupon, Nationwide Insurance, Belly, and JaTango, Doc has applied tenants of agile, lean, systems thinking, and servant leadership to develop highly effective cultures and drastically improve their ability to deliver valuable software and products.
A Pluralsight Author, Clean Coders contributor, frequent blogger, international keynote speaker and coach, in his spare time, Doc has been working on his latest book, Escape Velocity: Better Metrics for Agile Teams. You can find his book on LeanPub at www.leanpub.com/EscapeVelocity
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Metrics inform and influence, but data alone is often not enough. A good narrative will speak to both our reason an… https://t.co/mm6QXtwWV2
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If refactoring the code introduced bugs, there's only 2 possibilities; you didn't refactor or the bug was always th… https://t.co/lPPRpVwrqY
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There's too much emphasis on hiring "the best" and not enough emphasis on growing and enabling those who've been hired. #leadership
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Show me a group of employees who lack good ideas and I'll show you a boss who knows all the answers. #leadership
Tuckman's Theory of Group Development was first published by Bruce Tuckman in 1965. In Tuckman's original explanation, groups and teams go through four stages as they become a cohesive, high-performing unit; Forming, Storming, Norming, and Performing.
While a commonly accepted model of how teams form, science tells us that Tuckman's Theory is wrong. The stages he defines are not really stages at all, do not happen in a specific sequence, and are not all experienced by all teams. Our top argument for why teams need to be kept stable has been invalidated.