Devops for Growth

Patterns and Practices for High-Performance and Personal Development

What most people don’t know about NLP is that it’s been an effective tool for years for building a great big body of knowledge around high-performance patterns for individuals, teams, and leaders.  The NLP framework provides a way to capture and share very detailed patterns of behavior that help people improve their performance.  Whether you want to improve your leadership skills, or your relationship skills, or whatever, there is a bountiful catalog of very specific patterns that help you do that. 

And, the beauty of patterns in NLP is that they tend to be very prescriptive, very specific, and easy to follow and try out.  This makes it easy to test and adapt until you find what works for you.  (I’m a fan of don’t take things at face value – test them for yourself and judge from results.  I’m also a fan of Bruce Lee’s timeless wisdom: “Absorb what is useful, Discard what is not, Add what is uniquely your own.")

One of the best books I’ve found is the book, The Big Book of NLP Techniques, by Shlomo Vakni.   Surprisingly, it actually delivers what it says on the cover.  There’s more than 350 patterns at your fingertips.   I wrote about one of the patterns, Well-Defined Outcomes, in my post on How To Set Better Goals with Well-Defined Outcomes.   You need to see it to believe it.  It really is detailed, so if you’ve ever struggled with setting goals, this might be your big breakthrough.

The Big Breakthrough in Goal Setting

Here’s the real breakthrough though in goal setting.  Aside from making sure you have goals that inspire you, and that they are aligned with what you really want, the power of the goal is ultimately in moving you in the right direction.   It’s not a perfect or precise path where you can simply do A and get B.   In fact, the irony is, that if you really want B, your best strategy is to first act as if you already have B.   This will help you think, feel, and act from a more effective perspective so that your actions come from the right place, and help you produce more effective results (or at least guide you in the right direction).

That’s why you often here people say that you have to BE-DO-HAVE, not HAVE-DO-BE.   With HAVE-DO-BE, the idea is when you get what you want, then you’ll start doing the things that go with it, and finally you’ll act the part.   This is like saying that you won’t show up like a leader or act like a leader until somebody appoints you in a leadership role.   This creates a negative loop, since why should anybody put you in a role that you don’t act the part.

The right thought pattern is BE-DO-HAVE because then your thoughts, feelings, and actions support your end results.

Are you acting like what you want? 

If you’re not getting what you want, what does your feedback tell you to change?

The series so far:

Understanding DevOps:

• Understanding DevOps – Part 1: Defining DevOps
• Understanding DevOps – Part 2: Continuous Integration and Continuous Delivery
• Understanding DevOps – Part 3: The Battle of Dev vs Ops
• Understanding DevOps – Part 4: Continuous Testing and Continuous Monitoring
• Understanding DevOps – Part 5: Infrastructure as Code
• Understanding DevOps – Part 6: Continuous Deployment
• Understanding DevOps – Part 7: Continuous Improvement
• Understanding DevOps – The Video (6 minute Intro to DevOps)

Adopting DevOps:

• Adopting DevOps – Part I: Begin with the Why
• Adopting DevOps – Part II: The Need for Organizational Change
• Adopting DevOps – Part III: Aligning Dev and Ops Teams
• Adopting DevOps – Part IV: Adopting Continuous Deployment
• Adopting DevOps – Part V: Addressing Data Friction
• Adopting DevOps – Where to start? (Video blog)
• DevOps vs Outsourcing

DevOps books I have written:

• DevOps For Dummies (Free download, courtesy of IBM)
• The DevOps Adoption Playbook (Link to Amazon)

Nous vous proposons ici un Serious Game créé par SOAT sur le modèle d’un atelier visant à mettre en avant les principes et les difficultés d’une politique d’amélioration continue. Sous la forme d’un jeu de plateau avec des tableaux de bord, des cartes et des pions, ce Serious Game vous éclairera sur un certain nombre de principes essentiels :

• Le contexte évolue et modifie la stratégie des équipes
• Si l’on ne fait rien pour s’améliorer, on ne tiendra pas les objectifs imposés par le jeu
• Des améliorations par petites touches sont plus bénéfiques que trop d’améliorations simultanées
• La collaboration entre équipes est bénéfique et nécessaire pour s’améliorer plus vite
• Il faut produire constamment et investir avec parcimonie dans l’amélioration