Debugging Teams: Better Productivity through Collaboration

Description

Copyright; Table of Contents; Mission Statement; Acknowledgments; From Fitz; From Ben; About the Authors; Foreword to the Second Edition; Introduction; Who Is This Book For?; Warning: This Is Not a Technical Manual; The Contents of This Book Are Not Taught in School; The Pitch; Chapter 1. The Myth of the Genius Programmer; Help Me Hide My Code; The Genius Myth; Hiding Is Considered Harmful; It's All About the Team; The Three Pillars; HRT in Practice; Lose the Ego; Learn to Both Deal Out and Handle Criticism; Fail Fast and Iterate; Leave Time for Learning; Learn Patience; Be Open to Influence. Copyright Table of Contents Mission Statement Acknowledgments From Fitz From Ben About the Authors Foreword to the Second Edition Introduction Who Is This Book For? Warning: This Is Not a Technical Manual The Contents of This Book Are Not Taught in School The Pitch Chapter 1. The Myth of the Genius Programmer Help Me Hide My Code The Genius Myth Hiding Is Considered Harmful It's All About the Team The Three Pillars HRT in Practice Lose the Ego Learn to Both Deal Out and Handle Criticism Fail Fast and Iterate Leave Time for Learning Learn Patience Be Open to Influence. Next StepsChapter 2. Building an Awesome Team Culture What Is Culture? Why Should You Care? Culture and People Communication Patterns of Successful Cultures High-Level Synchronization The Mission Statement-No, Really Efficient Meetings Working in a "Geographically Challenged" Team Design Docs Day-to-Day Discussions Mailing Lists Online Chat Using an Issue Tracker Communication as Part of Engineering Code Comments Putting Your Name on Your Work Require Code Reviews for Every Commit Have Real Test and Release Processes It Really Is About Your Product, After All. Chapter 3. Every Boat Needs a CaptainNature Abhors a Vacuum Manager Is a Four-Letter Word "Leader" Is the New "Manager" The Only Thing to Fear Is ... Well, Everything The Servant Leader Antipatterns Antipattern: Hire Pushovers Antipattern: Ignore Low Performers Antipattern: Ignore Human Issues Antipattern: Be Everyone's Friend Antipattern: Compromise the Hiring Bar Antipattern: Treat Your Team Like Children Leadership Patterns Lose the Ego Be a Zen Master Be a Catalyst Failure Is an Option Be a Teacher and a Mentor Set Clear Goals Be Honest Track Happiness. Other Tips and TricksPeople Are Like Plants Intrinsic Versus Extrinsic Motivation Final Thoughts Chapter 4. Dealing with Poisonous People Defining "Poisonous" Fortifying Your Team Identifying the Threat Lack of Respect for Other People's Time Ego Entitlement Immature or Confusing Communication Paranoia Perfectionism Repelling the Poison Redirect the Energy of Perfectionists Don't Feed the Energy Creature Don't Get Overly Emotional Look for Facts in the Bile Repel Trolls with Niceness Know When to Give Up Focus on the Long Term A Final Thought. Chapter 5. The Art of Organizational ManipulationThe Good, the Bad, and the Strategies How Things Ought to Be The Ideal Employee Experience How Things Usually Are The Bad Manager The Office Politician The Bad Organization Manipulating Your Organization "It's Easier to Ask for Forgiveness Than Permission"Widely attributed to Admiral Grace Murray Hopper, coinventor of COBOL and an incredibly witty computer scientist. If You Can't Take the Path, Make the Path Learn to Manage Upward Luck and the Favor Economy Your Political Bank Account Get Promoted to a Position of Safety.