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  <description>Ultra-short tips, techniques, insights and inspiration on topics like person-to-person communications, project management, workplace politics, and workplace conflict. Each with a link to more info.</description>
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    <description>Ultra-short tips, techniques, insights and inspiration on topics like person-to-person communications, project management, workplace politics, and workplace conflict. Each with a link to more info.</description>
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  <copyright>Copyright (c) 2012 Richard Brenner</copyright>
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  <description>Wednesday, 16 May, 2012: Whether we're clinging to myth or just confused, progress depends on recognizing that there's something wrong with what we believe. Usually recognition comes to us through a few courageous souls.</description>
  <author>rbrenner@ChacoCanyon.com (Rick Brenner)</author>
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  <description>Tuesday, 15 May, 2012: The Fallacy of Positivism: if we believe we can accomplish something, we're more likely to actually accomplish it. Maybe, but some people (ab)use this notion to stifle dissent.</description>
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  <description>Monday, 14 May, 2012: Start testing so early that you have to build placeholders for some elements. If you never have to build a placeholder, you're probably testing too late.</description>
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  <description>Friday, 11 May, 2012: When you need help, ask. When a great team needs help, it asks for help. Learning how to ask for the help you need is a step on the path to greatness.</description>
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  <description>Thursday, 10 May, 2012: When we're aware that we don't have actual proof, but we're sure we're right, we can believe that the proof will come. We march ahead, forgetting that we don't have proof.</description>
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  <title>Projects and surprises go together</title>
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  <description>Wednesday, 9 May, 2012: Surprises are inevitable in projects. Operations and projects differ in that projects are unique and first-of-a-kind. Surprises are the essence of project work.</description>
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  <description>Tuesday, 8 May, 2012: When we make important decisions, we can't always tell whether  we're basing those decisions on coincidences or on actual trends. Too often, we see patterns that just aren't there.</description>
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  <title>Resistance to what?</title>
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  <description>Monday, 7 May, 2012: Resistance isn't actually resistance to change -- it's resistance to the loss of the Old Status Quo. Resistance means that change has begun.</description>
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  <description>Friday, 4 May, 2012: When we limit what people know, by withholding or by delaying dissemination of information, especially for our own benefit, we're probably over the line.</description>
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  <description>Thursday, 3 May, 2012: When we find those accountable at many levels of the org chart, we're probably assigning accountability; when we find them concentrated at the bottom, chances are we're assigning blame.</description>
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