Developer Tea exists to help driven developers connect to their ultimate purpose and excel at their work so that they can positively impact the people they influence.
With over 13 million downloads to date, Developer Tea is a short podcast hosted by Jonathan Cutrell (@jcutrell), co-founder of Spec and Director of Engineering at PBS. We hope you'll take the topics from this podcast and continue the conversation, either online or in person with your peers. Twitter: @developertea :: Email: [email protected]
Diffuse and Focused ThinkingDiffuse thinking produces options and draws connections. Focused thinking narrows things down to a specific path.
Why It's Hard to Do NothingDoing nothing seems like it would be easy... But it seems that action is often easier than doing nothing.
Demystifying Decision-Making - Success is Not Just About Making Good DecisionsYou are not the sum of your decisions. Making better decisions often relies on having a long list of mistakes to learn from.
What You Have In Common With the Smartest Person In the WorldHow does the smartest person in the world solve the most complex problems that most mathemeticians can't even understand?
A Way Out of OverwhelmChoose one thing. Only one important thing. Do that over and over. That's your way out of overwhelm.
Understand Position and Interest To Make Better Collaborative DecisionsWhat people ask for is not the same as why they ask for it. What people want isn't as simple as what they say they want.
Future Thinking Is Not Planning For A Single Course of EventsPeople often erroneously plan for specific futures. This leads down a pathway to failure most times.
Balancing Decision FramesMaking good decisions is about tuning context. If you can't determine the context that matters, the decision itself is impossible to measure against. All decisions can be framed within a context with other decisions; choosing those decisions in concert is often the best strategy.
Copy of How Feedback Loops Shape Our World (Fixed Audio)Feedback loops shape everything around us. We make a change or adjustment, watch for what happens, and repeat. This happens with people in the most unexpected ways. Tuning in to this adjustment loop can help us use it as a tool, rather than reacting to it.
Reframing Every Decision As A TradeoffEvery decision is a tradeoff. If you are looking for the "right" decision, you can reframe this to the "optimal decision based on my desired outcome." This could have the effect of aligning your biases to work in your favor.
Judging Quality of Decisions Instead of Outcomes in Performance ReviewsIs your performance review judging the luck or random events of a person's career? What about the times they made the right decision in a bad situation? The outcome may not be desirable every time, even with good decision-making.
How Feedback Loops Shape Our WorldFeedback loops shape everything around us. We make a change or adjustment, watch for what happens, and repeat. This happens with people in the most unexpected ways. Tuning in to this adjustment loop can help us use it as a tool, rather than reacting to it.
Solve Specific Problems by Composing General SolutionsAlmost every complex problem can be broken down and solved. Thinking from the other side - learning general solutions and how to compose those will give you the ability to build against the broken down complex problem.
Common Excuses for Not Setting GoalsToday, we'll dismantle a few common excuses often provided for not setting goals. We also briefly discuss the SMART goal-setting framework.
Better Process to Match Intentions to ActionsYour time is full of intent, but if you reflect back - how often do you do what you intend?
Change Through the Lens of Adjustment and MaintenanceChange is inevitable, but it's not always what we think it will be. Our framework for change should be ready for change we don't expect as much or more than for change we do expect.
Built to ChangeThe flow of change is inevitable. Are you building with it, or ignoring it in vane?
Deconstructing Status MeetingsWhat if status meant something different? Your status meeting overload is probably a symptom of a more important problem: you're not sure what you're measuring against.
Lower Cognitive Load - Pick Your Tools, Then Do Your WorkLower cognitive load by picking your tools, and then using them. Avoid the constant evaluation of tooling; it's an intuitive response to the amazing leverage you experienced when you first picked up the tools you have, but now your highest leverage activity is focus.
Lower Cognitive Load - Primary Activities, Modes, and CuesLower cognitive load by looking at your primary activities and modes, and creating cues that help you shortcut to those modes. This importantly gives you a better signal and a spike in cognitive load when something comes up that doesn't match your primary activities and modes.