The Antifragile Mind

What is Antifragility and how can it help me?

Let me give it to you straight: Antifragility is the ability to thrive and prosper in chaos and adversity.  The concept comes from Nassim Nicolas Taleb, author of Black Swans, Antifragile and Fooled by Randomness. In essence, it means that the ability to weather uncertainty, stress and opposition just isn’t enough. You need to learn to turn chaos and adversity into opportunity. As someone who always has… “lived in interesting times”, the concept appeals to me at a visceral level. A serial entrepreneur and someone infinitely curious, I often gambled with large swaths of my life, many a time to my loss. Over time I learned to reduce the risks in my experiments. I found out that I now can do a lot more of them, and now and then one pays off, sometimes in unexpected ways. I have now far more options in my life than ever before. This blog post is meant to be a quick introduction to the general concept of Antifragility and a couple of tricks to get you started. In The Antifragile Mind blog, we’ll discuss those and a lot more, as well as what it all means for your business and you as a person. We are starting a journey here. Take your first step. (more…)

Quantum Monkeys Blog

Five emerging concepts in Agile

In this post, I would like to give a brief overview of five emerging tools I find interesting. I often refer to these in conversation, presentations, or blog posts and I would like this post to act as a cheat sheet of sorts.

Please keep in mind that I’m not advocating the use of these tools above the ones you might currently be using. I am not disparaging any other tools either. Context is everything, and the right tool to use will depend on that context.

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By Maurice Lefebvre, ago
Quantum Monkeys Blog

Guiding teams out of fragility

During a coaching session a few weeks ago I was asked by a client about the advantages of keeping teams together in an Agile setting. After all, they used to build teams to order for each project and it was working fine. Building teams for specific small projects and disbanding them afterward seemed like the most efficient way to go, as it meant that all specialists were exactly where they needed to be at exactly the right time.

This question is tricky to answer. Of course, the client is right: in a very narrow view, he uses his resources far more efficiently that way. But he’s also completely wrong, as the short-term gain of efficiency comes at the expense of long-term gains and of the overall strength of his entire system.

The answer is also not necessarily to keep teams completely stable over time but to understand the “why” and “how” to change team members.

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By Maurice Lefebvre, ago