Alexandre CostaScrum Master| Integer Consulting - Pictet technologiesLoures, Portugal
Being wrong is the key to success in a world that’s operating on the edge of uncertainty. But that’s the way to get to an answer no one thought about. It’s counterintuitive.We want to race to solve something when confronted with challenge. Instead, step back and create conditions that make you wrong. The questions will surface and unlock the window of an answer that otherwise would not have come.
So concluding PRACTICE BEING WRONG is good, as project manager what is your interpretation about this thoughts, how do you practice being wrong? Saving Changes...
I would not agree with your statement that strong leaders are not afraid of being wrong.
If your leadership style is dictatorial, then maybe people are afraid to tell you when you are wrong.
If your leadership style is engaging that encourages debate, openness and the ability to speak your mind, then a leader is not afraid of being wrong or maybe deliberately being wrong is some cases in order to show their flaws and allow their subordinates to be more self assured in their company.
As i Ihave mentioned in previous posts, I would not be an advocate of Fail Fast, Fail Often in the PMO.
I think we need to distinguish between PMO in the software development sector that use FFFO to defined their requirements and PMO in such sectors as infrastructure in which FFFO would be unheard of in its use.
"Imagine if every Thursday your shoes exploded if you tied them the usual way. This happens to us all the time with computers, and nobody thinks of complaining."
