“In our language there is a word with enormous power…” Marshall B. Rosenberg

“In our language there is a word with enormous power to create shame and guilt. This violent word, which we commonly use to evaluate ourselves, is so deeply ingrained in our consciousness that many of us would have trouble imagining how to live without it. It is the word “should”, as in “I should have known better” or “I shouldn’t have done that.” Most of the time when we use this word with ourselves, we resist learning, because should implies that there is no choice. Human beings, when hearing any kind of demand, tend to resist because it threatens our autonomy – our strong need for choice. We have this reaction to tyranny even when it’s internal tyranny in the form of a should.”

Marshall B. Rosenberg – Nonviolent Communication

“The executive’s job is to take risks, not to…”

“The executive’s job is to take risks, not to avoid them.

A senior executive’s job is to manage risk. We often interpret this as reducing or mitigating risk. But really the executive’s job is to take risks, not to avoid them. Since all action directed toward the future is risky, the executive must decide which risky actions to take and how best to take them. Investing in the stock market is risky, but if you want to earn a return, you have to do it. You balance risks and returns, and choose investments.

The simple reason that the contractor-control model of IT breaks down is the presence of uncertainty. Plans are made with an eye toward the future, but the future is largely unknown. Thus, rigid adherence to a plan cannot be effective—at best, the plan is valid only as long as the assumptions it makes are valid. The seated CIO is the one who tries new foods—well, if they look edible.

The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason why a good IT leader will often have to make “wrong” decisions. An IT leader adds business value by adopting an intelligent attitude toward risk.”

Mark Schwartz – A Seat at the Table: IT Leadership in the Age of Agility

“Requirements simply don’t exist…

“Requirements simply don’t exist. A requirement, by definition, is something required: the basis for a contract, a way of managing an external service provider, part of a deal where a buyer promises money and a contractor promises to deliver something well-defined. But within an enterprise, what does it mean for something to be “required”? A requirement purports to express a necessity, but where could this necessity come from? In a publicly held company, maximizing shareholder value might be a necessity, but how could a particular feature of an application be necessary when there might be many other ways of maximizing shareholder value?”

Mark Schwartz – A Seat at the Table: IT Leadership in the Age of Agility

Header Image: A spring sunrise taken on one of my pre-work walks. This was one of those cold and crisp days when sunrise often seems so vibrant.