InfoQ Homepage Distributed Team Content on InfoQ
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Adaptive Frontline Incident Response: Human-Centered Incident Management
The third article in a series on how software companies adapted and continue to adapt to enhance their resilience zeros in on the sources that comprise most of your company’s adaptive resources: your frontline responders. In this article, we draw on our experiences as incident commanders with Twilio to share our reflections on what it means to cultivate resilient people.
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Breaking the Taboo – What I Learned from Talking about Mental Health in the Workplace
Mental illness is a topic that does not get discussed openly very often. Many people concerned hide their own history for fear of being stigmatized, especially in the workplace. This is a story about how speaking openly about mental illness, even with your boss and co-workers, can help yourself and others. The author shares with you what she has learned from breaking the taboo.
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Learning from Incidents
Jessica DeVita (Netflix) and Nick Stenning (Microsoft) have been working on improving how software teams learn from incidents in production. In this article, they share some of what they’ve learned from the research community in this area, and offer some advice on the practical application of this work.
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Dealing with Remote Team Challenges
Remote working provides challenges such as providing equitable access, ensuring adequate resources and tooling, addressing social isolation and issues of trust. Remote-first and truly asynchronous teams tend to consistently perform better. In the future, organisations will continue to have remote on their agenda. Fully realising the benefits of remote teams requires trust building and intent.
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Q&A on the Book The Power of Virtual Distance
The book The Power of Virtual Distance, 2nd edition, by Karen Sobel Lojeski and Richard Reilly, describes the Virtual Distance Model and provides data and insights from research that can be used to lower Virtual Distance when working remotely together. By doing so, organizations can see quantifiable improvements in both business goals and human well-being among employees.
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Q&A on the Book Virtual Teams Across Cultures
The book Virtual Teams Across Cultures, by Theresa Sigillito Hollema, examines what makes multicultural virtual teams tick – why they’re different and how to unlock their potential. This book is a comprehensive guide for reflective leaders who want to bring out the best in distributed, culturally diverse teams.
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Q&A on the Book Working Remotely
In the book Working Remotely, Teresa Douglas, Holly Gordon, and Mike Webber share their experiences from working at Kaplan, a company that changed from being a brick-and-mortar company to becoming a predominantly virtual company.
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Dealing with Psychopaths and Narcissists during Agile Change
Psychopathic or narcissistic toxic employees can slow down the adoption of change in a company. Many of the techniques or practices you use with healthy people do not work well with psychopaths or narcissists. This article explores four key areas that can help a change consultant succeed when dealing with toxic people.
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Q&A on the Book Office Optional
The book Office Optional by Larry English describes how employees from Centric work virtually within a culture that contributes to the business’s success and employee happiness. The stories in this book provide insights into how working remotely looks, building relationships and trust in a virtual environment, managing remote teams, and recruiting and hiring people for remote working.
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Q&A on the Book The Art of Leadership
In the book The Art of Leadership, Michael Lopp shares stories of leadership habits and practices. Examples include reading the room, getting feedback, delegation, giving compliments, understanding the culture, and being kind. In the book Lopp describes how he practiced and refined these leadership habits over the years and what he has learned from doing so.
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Q&A on the Book Dynamic Reteaming (2-ed)
In the 2nd edition of her book Dyanamic Reteaming, Heidi Helfand shows that having stable teams is generally unrealistic and that there are ways to effectively reform teams to achieve great outcomes. She explores different approaches to team formation and reformation and provides practical advice on how to create environments where team formation can adapt and evolve effectively.
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Scaling Distributed Teams by Drawing Parallels from Distributed Systems
An effective distributed team’s characteristics are accountability, good communication, clear goals and expectations, a defined decision-making process, and autonomy with explicit norms. Ranganathan Balashanmugam spoke about scaling distributed teams around the world at QCon London 2020. In his talk he showed how we can apply distributed systems patterns for scaling distributed teams.