Digital Detox

I read Documentally’s news blog post with a twinge of jealousy today: Rebalancing my relationship with technology. I’d read about the Punkt phone in his newsletter (which you should subscribe to, it’s very good) and my mouse pointer hovered over the buy button the Punkt website…

I would love to do this, but some things stop me. £230 is a lot for a ‘dumb’ phone, when the OnePlus 3 (which I own) is £329 and the OnePlus 2 is £239, sure I could use an old Nokia like Christian suggests, but where’s the fun in that? New tech drives me to try new things. But this is new tech driving me to do … nothing. Well, it’s not really “nothing” it’s just something else. Look at trees, skies, plants, be engaged in the moment. Be engaged in the people around me. Be engaged.

Mostly all of my communications during the day are text based. The only people I actually speak to on my phone are my mum and, occasionally, my wife (I don’t mean I only occasionally speak to my wife, just that we WhatsApp mostly and the odd call for clarity or high bandwidth). Most communication is fairly brief “Check this out: [youtubeurl]”, “See you later”, “Can you forward me the thing we spoke about?”.

Some of it is international – I work with a team in India, there’s a lot of text-based comms (email, slack) but also a daily chat.

So, without buying a Punkt (or resorting to an old Nokia) can I digital detox? Can I commit to only using the data functions of my phone when on the wifi?

Would it really hurt to call people more? Maybe I’ll enjoy it.


Nothing is immutable

Nothing is immutable

“But they’re the project goals!”
“So what? They’re not appropriate any more.”
“But they’re the project goals, you can’t change them!”
“Watch me.”

Challenge everything and remember, nothing is immutable. If you make your project goals redundant (and you should always try and prove the negative hypothesis), you’ve made a huge discovery.

Nothing is above the laws of science – hypothesise, test, learn.

Friday Link Dump

Fridays, so close to the weekend you can almost taste the lay-in and the breakfast burrito. So, to hurry it along, here are some of my favourite links this week:


The Unmyths of Estimating

The war between estimates vs #noEstimates still rages on and this is an interesting piece that evokes the dark, magelike forces of statistics and probability.

The Science Of When You Need In-Person Communication

It’s a little bit one-sided in it’s presentation, but this article does bring together some good evidence on in-person meetings. In a world where remote workers, Google Hangouts and Skyping are more and more frequent, we shouldn’t underestimate the power of touching someone (not like that, weirdo). Still, it does raise the question whether the details (like touch) of in-person meetings have an opposite or equal behaviour in remote meetings?

Going To A Conference? Don’t Waste Your Time

Careful with this title, it’s not “Don’t waste time by going to conferences” (which I thought it was – damn linkbait) instead, it’s “Going to a conference? Use your time wisely there.”. Interesting take on how to view conferences as a source for asking more questions.

Doctor Who Spin Off: Class

Doctor Who (and its spinoffs) are one of my favourite ways to pass the time, so, news of a new spin off, called “Class” by young adult author Patrick Ness is pretty exciting. No news on what it’s about yet, other than the school, but I’m looking forward to it anyway.

Meeting etiquette (or, how to be mindful when it comes to meetings)

Meeting etiquette (or, how to be mindful when it comes to meetings)

There’s nothing worse than a badly run meeting, except a badly booked meeting, or a badly behaved meeting attendee. Read this page, internalise its meanderings and never again be responsible for a bad meeting.


There are few things that annoy like a badly run meeting. They’re to blame for many of the world’s ills, not least of all, being the sole reason why many people feel like they never get anything done. Because they’re always stuck in meetings, or feel like meetings aren’t a valuable use of their time. This document will help. You’ll look at meetings in a different way and, hopefully, encourage others to as well. We’ll look at how to book meetings first, as this is the most important step. After that, we’ll look at your responsibilities as an attendee. Finally, we’ll close with some tips and tricks on how to get the most out of meetings.

Booking a meeting

It seems like this would be an easy thing to do, right? But take a look at your calendar now, go on, I’ll wait. I bet there are at least two or three meetings with obscure, ambiguous titles, that you’ve agreed to attend. Perhaps one or two that you’ve agreed to, but aren’t quite sure what they’re about right? There are also probably a couple that are back-to-back (one ends and another starts immediately).

Maybe you’ve booked meetings that look like these too? It’s OK, without proper training, you’ll just book meetings the same way your boss or peers do, but let’s change this now. Let’s look at how to book a proper meeting.

The key thing to remember when booking a meeting, is that it is your meeting. It is your responsibility for all attendees to get the most out of the allotted time to reduce the need to follow it up with another meeting about the first meeting later.


What are you booking the meeting for? There are a few reasons that you might want to take time out of your colleagues day to go sit in a room with them, some of them are worth it, some, not so much. If, for example, this is just a status meeting, then do you really need to meet at all? Is there a better way of transferring this information to you? Perhaps you can do it in an email? Perhaps you could bookend another meeting with this kind of stuff? There are plenty of online tools that allow you to gather status information from your team without having to sit together. Is it a discussion? A brainstorm? A workshop? The type of meeting will dictate just how you book it and who should be there.

A proper title

First things first, what do we call the meeting? Give it a decent description, something that gives the invitees a good understanding of what the meeting is about. “Meeting about stuff” is no good, “Quick catchup” is no better. You want to get the purpose of the meeting across succinctly. Try “Quick catchup about marketing goals” or “Meeting about the service agreement”. Instantly, the recipients of your request will understand what it is the meeting is about.

You don’t have to be overly verbose – there’s a description field for more information, but you want the attendees to be able to glance at their calendar and mentally prepare for what’s next.

Outcome, agenda, requirements and follow-up

Most of the failure of good meeting booking comes from not paying any attention to the agenda or outcome.


When booking a meeting, think to yourself “What do I want to have, or know, by the end of this meeting?” is it a decision? A document? An agreement? Put this in the meeting description so that the attendees know exactly why the meeting is necessary, eg:

Outcome: A decision on where we spend this month’s advertising budget.
Outcome: A rough draft of a document, detailing the next steps for building the service.
Outcome: Rough designs for the new mobile app.
Outcome: A plan for this week’s work for each team member.
Outcome: Agreement on: a) What to do with Bobs cat, b) When to apply for the licence and c) What to have for lunch on Friday.
With a clear outcome, attendees will understand the purpose of the meeting that much better.


Put down, in writing, how you expect the meeting to go. It doesn’t matter so much if your agenda isn’t adhered to, the most important thing is you achieve the outcome you set out to achieve. If the agenda goes awry, that’s fine. That said, it’s useful to HAVE an agenda, so attendees know what to expect. It’s also useful if your meeting will cover several different topics. You don’t necessarily need to put timings for each part of the agenda, but if it helps to keep you on track, then do so. eg:

0 – 2mins: Introduction
2 – 10mins: Outline of current marketing spend
10 – 30: Brainstorm potential avenues for exploration
30 – 50: Voting and discussion on top three
50 – 55: Wrap up and actions.


Depending on the type of meeting you’re having, you may have some requirements of the attendees. Perhaps they’ll need to read a report, or view a video or even just spend some time jotting down a few notes about what the meeting is about. Give people advance warning of what they may need to prepare for. If there are some documents required, then attach them to the meeting request (you can even do this with Google Calendar, you just need to enable a labs setting). Make sure attendees know:

Folks, before you come to the meeting, it’ll be a good idea to review the current state of the marketing budget/system architecture/world. I’ve attached a document that you should review before coming and make some notes on how you think we might proceed.


Finally, let people know what you will do after the meeting. Whatever the outcome, the very least you should do is email all the attendees, thanking them for the time and outlining the key points of the meetings and any actions that were decided (you were taking notes, right?). That way, there is no ambiguity on who said they’d do what or by when and it gives people a chance to sanity-check their understanding with yours.

After the meeting, I’ll forward the document we wrote and outline the next steps. Any actions for attendees will also be detailed in the email.

Attendees will appreciate you making notes for them.

Meeting Length

How long should a meeting be? Use your agenda and the number of attendees as a rough guide. The more agenda points and the more attendees you have, the longer your meeting will be. Use the timing to your advantage. If you want to get a decision quickly, then book a shorter meeting. If you feel like the topic would benefit from some longer discussion, then book a longer meeting. Pay attention to the people you are inviting to your meeting? Are they pretty busy? Look at their calendar and see what their day is like, they’ll probably appreciate a shorter meeting if they’ve got a busy day.

Shorter meetings are also useful for quelling useless chit-chat and clowning (unless you’re in engineering, there’s always clowning). All attendees, no matter how busy, will appreciate spending less time in a meeting room.

One thing to note, is that Google Calendar allows you to book meetings that end earlier than 60/30 etc minutes. This gives attendees a few minutes to get to their next meeting, which is very useful if they’ve got a meeting following yours.

Remember, when the outcome of the meeting has been achieved. End it. Let people disperse, if you want to carry on talking, you can, but make it clear that the purpose of the meeting has been achieved and people are free to go.


Who should you invite? Only you will know that, but if you’re not sure, make people optional and let them know, add a note to the bottom of the description:

(Bob, I’ve made you optional, you might have an opinion on this, but your attendance isn’t required. I’ll send around meeting notes and the achieved outcome afterwards either way).

Think about your attendee list and ensure you’re mindful of the fact that people are busy.

Attending a meeting

Hey, look at that! You’ve been invited to a meeting! Aren’t you the popular one! Your responsibility for being a good meeting attendee starts well before the meeting, in fact, it starts the moment you get the meeting request.

Responding to a meeting

So, you’ve been invited to a meeting. What should you do? Well, I’ll tell you what you shouldn’t do first, you shouldn’t hit “accept”, not yet anyway. How do you know you’ll get any value out of the meeting? How do you know you’ve not been the victim of a meeting muppet and just been invited willy nilly because they like the smell of your aftershave, or the way you wear your hat? You don’t, so, pay a little attention to the invite.

Ideally, the person booking the meeting has followed the details above, if they have, it will be fairly simple to decide whether or not to go, ask yourself the following questions:

Do I need to be there, or can I just send in some information by email.
Do I need to attend in person, or can I dial in remotely?
Is there someone else going who would be able to represent me?
If you’re not sure on anything, or the person booking the meeting hasn’t given an agenda or outcome, then you can reply to the meeting request and ask for more information before deciding on whether or not to go. If you think you should go, but require more information, then again, email – ask for clarification or further documentation! Don’t just go because you’ve been invited! It’s not rude to ask for more information.

The rule of thumb is, if you feel like you can provide no value, or if you will get no value from the meeting, then feel free to decline it. The onus is on the person booking the meeting to give you a compelling reason to come.

Finally, respond AS SOON AS YOU CAN. Declining a meeting five minutes before it’s due to start is, frankly, badly behaved.

Being a meeting attendee

You’ve decide to go. You’ve turned up on time, prepared, with a pen and everything, what now?

Stick to the agenda, pay attention, be present.

Remember, it’s not your meeting, you are there to help the person who booked the meeting achieve the outcome they need. If you feel like the agenda isn’t useful as you proceed through the meeting, then suggest you change it – but don’t hijack the meeting and don’t switch off. You are partly responsible for the successful outcome.

Other than that, being an attendee just requires you pay attention and get involved. If you’re in the meeting, you’ve already decided it has some value in you being there, so behave like that. There are a few guidelines that, while they shouldn’t need to be said, I’ll say anyone. Meeting etiquette is just about not being a dick:

  • Mobile phones: No, just … no. Leave it in your pocket on silent.
  • Laptops: maybe. If they’re needed for the meeting, or you’re taking notes, but ask the room “Does anyone mind if I take notes on my laptop?” This will both ensure everyone knows you’re not managing your fantasy football team in the meeting, but you’re taking notes and also means your notes could be shared with others.
  • Turn up on time. You said “yes” to the meeting. Be punctual, it shows respect. If you want to get a coffee, then get it in good time. Leaving your desk at 10:59 to get a coffee for an 11am meeting is a muppet move. If you’re going to be late, let them attendees know and an ETA of your arrival time, it allows others to potentially delay the meeting by a few minutes so you can fully take part.

After the meeting

If you don’t receive an email from the organiser, send one to all attendees, thanking them for their time and outlining the actions as you know them. People will appreciate the reminder.


Meeting etiquette is not rocket science. Be polite, thoughtful, courteous and respectful. These people are your peers, often your friends and always your colleagues. Treat them the way you would expect to be treated and you won’t go far wrong.

Got any other tips for meetings? Leave them in the comments below!

I’ve forgotten how to play guitar … again.

I’ve forgotten how to play guitar … again.

I’ve had a guitar since I was in my early teens (before that, a cello, which my mother had to walk to and from school with, because it was too big for me to carry). During my late teens and early 20s, I was pretty good at it – not band good, but I could make it do what I want and I enjoyed playing it. The trouble is, I’d stop playing for weeks, sometimes months and then forget my chords, notes and the songs I’d learned and have to re-learn everything.

This happened again recently – my son has started guitar lessons and this piqued my interest as I twanged away on his 3/4 size classical, so I got mine out, replaced the strings and … blanked. I’d forgotten most of the stuff (again). I can remember Knockin’ on Heavens door, but that’s about it.

I’ve had to relearn everything again and this got me thinking. It’s like a analogous  to most other things in my life, if I don’t do them regularly, I forgot how. Like playing board games, setting up symfony2 or running a retrospective. I have the idea that I can do it, as I have done it in the past, but the doing it eludes me until I’ve spent some time with it.

So, remember to practise things, even if it’s not daily – keep your hand in the game and work out your muscle memory. It’s a pain having to relearn everything (even if it does take less time), especially we you can be learning new stuff, instead of relearning old stuff.

DRIP: my letter to Sam Gyimah

DRIP: my letter to Sam Gyimah

Seems like the government are trying to stitch us up again with regards to our privacy. In a nutshell, they want ISPs and phone companies to retain ALL of our data. The worst part? They’re rushing it through without proper scrutiny or debate, this is an underhanded cowardly move.

Read the boingboing article here:

Write to your own MP here:

Dear Sam,

It seems I only write to you about something that is bothering me. I should take the time to write you a nice letter soon.

In the meantime, I am disgusted that there is legislation being rushed through that so clearly requires scrutiny an debate. Privacy is a serious business, no doubt, but this, frankly impinges on my privacy and I will not stand for it.

You cannot simply shout “TERRORISM” at the top of your voice and expect the public to believe what you say. It’s no wonder that ridiculous parties like UKIP garner more votes every year when the parties that actually have the ability to affect the future of the country behave in such tragically desperate, underhanded ways that are bordering on the criminal.

I do not want ISPs and phone companies to retain all of my data. Neither should any right-minded member of your constituency. You just have to look at the facts about ‘security theatre’ to know this is all blustering idiocy anyway. Retaining all this data WILL NOT STOP TERRORISM. When I can buy a cheap, contract free phone, use an internet cafe or ENCRYPT MY DATA before it is sent, what use is it? Any sufficiently technology savvy terrorist will circumvent this and make the whole thing a mockery.

For one, there will be the increased cost which will UNDOUBTEDLY be passed onto the consumer, so, thanks for that.

Then there are the potential privacy issues from leaks of this data, I mean, the government isn’t THAT good at keeping the data of its voters safe now is it?

There is no legal basis to be rushing this through without proper understanding and scrutiny.

We are not in a national emergency situation, so this shouldn’t be rushed through, it needs scrutiny by MPs, Peers, and civil society – you know, the people who understand this stuff and do it for a living, not people like yourself and your colleagues who don’t understand the technology enough to make decisions like this.

The European court rules that blanket data retention is incompatible with human rights legislation and the UK has an obligation to comply with the European Convention on Human Rights.

Should this legislation be pushed through, I will be voting for one of the parties that tried to stop it in the next election. I hope that I can count on yours to do the same.

Sam, I would appreciate a response to this message that isn’t a boilerplate email. I want to know exactly how YOU feel about this and you will, or have, voted on this issue.

Yours sincerely,

Mike Pearce

Should I update my CV?

I receive about 2 emails a day and probably three or four calls a week from recruiters who have an old version of my CV in their hand. The version they have is usually very out of date (some context: the company I currently work for employed me as a senior developer, then I became an agile coach, now I’m head of development) and is from a previous development job I had.

My question is, should I update my CV and upload to Monster/Jobserve etc and respond to recruiters with it so at least they send me emails and call me about relevant jobs, or is that sending the wrong message to my company?

To be clear, I’m not looking for a new job, I’m looking to reduce the amount of irrelevant mail and phone calls I receive.

How often do you update your CV or your LinkedIN profile? Does updating either of these things send the wrong message? Even if it’s just for the sake of updating it?

The Snoopers Charter

So, I wrote my MP, Sam Gyimah:

Hey Sam,

Haven’t written in a while, but this new ‘Communications Data Bill’ has really got me worried.

While I have absolutely nothing to hide, I believe that too many people having access to too much of my information – personal information – that can be easily accesses and held insecurely, is a terrible idea. I’m also fairly sure that, given the track record of data-loss by organisations in this country, the access will not be properly regulated.

Collecting and having access to this data by law-enforcement, with a warrant, is a good idea, but only in small measures and certainly not the broad strokes the bill lays out and without adequate safeguards.

Why is it the EVERYBODY’S data will be collected and stored – mine, yours, my mothers and not JUST those who are under suspicion? I pretty sure there is no good reason to collect this information about me without my consent and further, there can never be a reason why this data can be accessed so easily and without warrant. Who get’s to decide who accesses this data? Law enforcement. Do they need a reason? Probably not – that’s the meaning of warrantless.

Hiding under a shroud of “maintaining capability”, whatever THAT means, the bill, in it’s current form, is dangerous and alarming. Much of the data the bill makes reference too, held by services like Facebook, Twitter, LinkedIn etc, is much richer than that of a telephone conversation and, once mined, will probably highlight things about me that I don’t even know. This is invasive and most unwelcome.

This kind of snooping and data storage requires stringent oversight to make sure that people are not put at risk.

I have seen no evidence to support the need for this bill. It undermines the commitment of the coalition (which YOU are a part of Sam), to enhance our civil liberties.

I would like you, on my behalf, to oppose this bill unless it changes significantly. On top of that, I’d like you to make others aware of what dangers this poses and how it could be abused. Control over these kind of powers needs to be tightened, not loosened as this bill requires.

Yours Sincerely,

Mike Pearce

Ready, steady, ROWE!

Today, my department begins a trial of a new culture. It’s a new way of thinking about work. Alright, it’s not *new* but it is rare. Especially in the UK. The culture can be summed up with one sentence: ‘Employees are free to do what they want, when they want as long as they get the work done.

There will be a whole bunch of blog posts on this subject, so consider this one a bit of a summary of all the main points.


I’m talking about a Results-Only Work Environment, or ROWE for short. It started with Best Buy in the states. Two employees were tasked with making things better and they began with flexible working programs which quickly morphed into a Results-Oriented Work Environment, then settled on a Results-Only. They detail their journey in their book ‘Why work sucks and how to fix it‘. I devoured the book in one sitting and made copious notes and realised that this was what we needed.

The way business works now is outdated; why do we need to work between 9 and 5:30? Why do we need to go to one particular place to do it? It doesn’t matter if you’re a knowledge worker, or in sales, it’s the same thing: the focus should be on results, not when or where you are.

The trial

It’s not been easy getting this trial started. There are lots of questions around holiday allocation and remaining on the correct side of UK employment law and legislation. Essentially, we need to still allocate people the appropriate amount of holiday and then ensure that they remember to take it. This mostly covers the company, so if someone leaves on a bad note, they can’t claim to have not taken holiday, because, in ROWE, you take holiday whenever you need it, there’s no allocation really. Because employees get to choose when, where and how they work, the rules governing the Working Time Directive don’t count either. There’s no 48 hour waiver or whatever.

We’re starting with *almost* the exact ROWE for a three month trial, I say almost because we’ve made two concessions, which I detail in the guideposts below. After three months, if it’s still working, we’ll extend the trial. The idea is to see if vanilla ROWE as detailed in the book works in the UK. UK and US cultures are different and employment law and employee rights are also different, so we need to make sure it fits properly for us and our business. I’m 100% confident that this will work.

Freedom and culture

Ultimately, working in a ROWE is purely focussed on the results. But it gives employees absolute freedom to manage their lives they way they need to. We all have to work, there’s no way around that (unless you’re a millionaire playboy or whatever), so we should be free to fit that work into our lives as we see fit. You don’t need to take a half day holiday to visit the doctors, you don’t need to phone in sick unless you’re going to be letting someone down with a meeting or conversation and you don’t need to worry about where anyone is, you and your colleagues are available 24/7 by phone, voicemail, email, SMS, skype, irc, Google Hangout – lot’s of options!

ROWE isn’t an activity or an action, it’s a culture and a new one too. It’s about changing the attitudes people have towards work and challenging the long held beliefs that time plays an important role in measuring someones value (time is still relevant for deadlines and in some lines of work, but not in the web industry).


I’m expecting to see productivity improvements too – I have no idea what they’ll be or in what format, but I’m sure they’ll be there. For one, I find I can get a lot of work done in the wee small hours, because I’m not being distracted and there’s nothing to procrastinate about when the kids and wife are in bed – so I can’t play PS3 or watch a movie, so I work and I can get more done in less time because I’m so focussed on what I’m doing.

The results

Our teams use Scrum to build our software, so we have a built in results measure. We’ll be looking at velocity for each team and the department as a whole, as well as defects, engagement and acceptance rate of stories (the percentage of story points accepted at the end of the sprint). On top of that, all the people in my team have individual goals and objectives; a mix of skills acquisition and platform or performance goals, so I can measure individuals as well as teams.

The Guideposts

ROWE is based on a set of principles called ‘Guideposts’ which enable the change of culture to happen with a purpose, the most contentious of which are ‘Unlimited Paid Holidays’ and ‘Every Meeting is Optional’. The holiday one is easy to cover in principle – it’s irrelevant how much holiday you take, or when/where you take it, as long as the work gets done. That said, we still need to make sure that we’re adhering UK legislation and in order to do that, we still need to allocate and record holiday taken. It’s a small price to pay for that much freedom though!

‘Every Meeting is Optional’ is also difficult for people new to the culture to get their heads round, it doesn’t mean ‘flip a coin to decide whether or not to go to a meeting’, it does mean, find out if you can get, or give value to the meeting, find out, or define (if it’s your meeting) the outcomes and then decide whether you need to be there in person, whether you can dial or Skype in, or whether you’re just required to give information which you can email to the organiser. As long as the work get’s done and you’re meeting the goals, objectives and targets set, it’s up to you whether you attend meetings and how you attend them.

The one concession we made to this guidepost was that, ALL meetings are optional, but pay particular attention to external client meetings or group-wide meetings. We’re only one department in one company doing a ROWE trial, we can’t expect others to change they way THEY work … just yet. It’s a small concession and, to be fair, will barely affect our department.

Metrics and the win condition

How do we know the trial is successful? If nothing changes. Like I said, we’re currently tracking:

  • Velocity: The average rolling department velocity over the last 4 sprints (and long term velocity, but this is less volatile and less useful)
  • Defect rates: how many defects are opened per two-week period and how long those defects stay open (as an aggregate and also by priority)
  • Acceptance rate: What percentage of story points is ‘accepted’ by the product owner at the end of the sprint.
  • Engagement: we’re using Murmur to track employee engagement with the company on many levels.

We’re also looking to measure the perception of the department from across the business.

The win condition will be if nothing changes. If none of the metrics change over the next three months, then the trial will be considered successful, the net benefits of ROWE will be over and above just the impact on those metrics. So, as long as nothing get’s worse, we’ve proved ROWE as a culture in the organisation.

On top of the team metrics, we’re also setting goals and objectives on an individual level – skills acquisition or just ‘stuff that needs doing’ for the platform, our tools or whatever. So, we can watch everything that’s happening and see if it’s making a difference.


Next I sit back and wait for a sprint or two and see what’s happening, I need to keep my eye on the metrics and the individual objectives, but really, it’s business as usual … or not, depends on how you look at it!

I’ll be blogging more as the trial progresses in the hope that others in the UK who are already in a ROWE, or those thinking about going ROWE can share their progress, problems, failures and successes.

What is best practise?


Pheobe practices
Practise, just that.

Wikipedia sez:

best practice is a method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark. In addition, a “best” practice can evolve to become better as improvements are discovered. Best practice is considered by some as a business buzzword, used to describe the process of developing and following a standard way of doing things that multiple organizations can use.

This is my problem with ‘best practise’ – why is it called that? If it’s the ‘best’ way of doing things, why isn’t it just ‘practise’? Why do we have ‘good’ practise and ‘best’ practise? Would you use ‘good’ practise? Probably not, especially if there’s a better way of doing it, which is ‘best’ practise. So, if you’re only ever going to do ‘best’ practise, then it becomes ‘practise’, right? Then, if it’s just ‘practise’ then you wouldn’t refer to it that way, would you?

“How do you do stuff?”
“Oh, you know, with practise.”

I guess you can have ‘bad practise’, but then, that implies the opposite is ‘good practise’, which we just agreed you can’t have, didn’t we? Moreover, ‘developing and following a standard way of doing things that multiple organizations can use’  is silly, why would you do things the way other companies do things? This would just squash any chance of innovation; ‘That’s not best practise! Other companies aren’t doing that!’ dumb, dumb, dumb.

Let’s stop worrying about ‘best practise’ and just get on and make the way we do things better through regular reflection.