RAFFIAPALM

Resources for product teams from industry experts.

Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice. Expertise is not a single skill; it is a collection of skills, and the same professional may be highly expert in some of the tasks in her domain while remaining a novice in others.

— Thinking, Fast and Slow by Daniel Kahneman

Source: Amazon Kindle

Related Stories and Excerpts:

  1. Algorithms are principles in action on a continuous basis. I believe that systemized, evidence-based decision making will radically improve the quality of management. Human managers process information spontaneously using poorly thought-out criteria and are unproductively affected by their emotional biases. These all lead to suboptimal decisions. Imagine what it would be like to have a machine that processes high-quality data using high-quality decision-making principles and criteria. Like the GPS in your car, it would be invaluable, whether you follow all of its suggestions or not. I believe that such tools will be essential in the future. — Principles: Life […]
  2. On building learning organizations Personal mastery: Continually clarifying and refining our personal visions, and seeing reality objectively. Building shared vision: The capacity to translate individual visions into collective visions that galvanize a group of people based on what they’ll really like to create together. Mental models: Learning to unearth our own personal pictures of the world, to bring them to the surface so that we see how they impact our actions. Team learning: Spending time together to suspend assumptions and come up with new ideas. Systems thinking: What causes patterns of behavior? It is a framework for seeing the whole picture instead of […]
  3. Mental Models: The SCAMPER Method The SCAMPER method is one of the easiest yet most effective strategies for finding solutions to problems and sparking creative thinking. Think of this mental model as akin to opening a faucet that introduces water to seven pipes, and each of those pipes channels to a unique pot of earth. Each pot has the potential to bring forth new growth once the seeds in it are watered. Note that the SCAMPER method doesn’t require that you move in a sequential flow of steps. You can use it in any order or sequence and jump among the different techniques. Substitute: […]
  4. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Good teams get their inspiration and product ideas from their vision and objectives, from observing customers’ struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users […]
  5. I bet you’ve heard the saying “You can’t see the forest for the trees.” This saying stays true in the so-called “forest thinking” as well. When we analyze the intensive boundaries of a problem, considering every single aspect—or tree—of it, we can lose our focus on what matters. Instead of trying to narrow down if a particular dishwasher stopped working on Sunday afternoon, it’s more useful to see how often the dishwasher breaks down in general, how big the load is when it breaks down compared to the load when it works well, and so on. Forest thinking shows […]

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