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Too much of any kind of dependency not only slows down the pace of innovation but also creates a dispiriting second-order effect: disempowered teams. When a team is tasked with solving a particular problem and is judged by their solution, they should expect to have the tools and authority to complete the job. Their success should be a source of team pride. But Amazon’s tightly coupled software architecture and org structure too often made owners heavily dependent on outside teams, over whom they had little influence. Few teams were fully in control of their own destiny, and many were frustrated by the slow pace of delivery that was beyond their control. Disempowered workers increasingly became discouraged, unable to pursue innovative ideas in the face of so much structural resistance.
Working Backwards
Colin Bryar and Bill Carr
That is no way to start a writing project, let me tell you. You begin with a subject, gather material, and work your way to structure from there. You pile up volumes of notes and then figure out what you are going to do with them, not the other way around.
Generally speaking, meaningful positive feedback is one of the crucial factors in maintaining motivation.
Peak
Anders Ericsson, Robert Pool
...catch up on these, and many more highlights
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