Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

POET

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Culture

Organisation Structure

Management

Culture Trumps Everything

For Better or Worse
The Power of Culture
Immense Problems
Immense Opportunities

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Fundamentals
Comparison
Architects and Engineers Who Are You

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

PEAF

Culture

Organisation Structure

Traditional vs Pragmatic

Enterprise Architect

Two Types

Type 1

Requirements
Duties

Type 2

Requirements
Duties

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison

Roles

Overview
SIB Strategic Investment Board
EASG Enterprise Architecture Steering Group

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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Enterprise Transformation Culture

The Inconvenient Pragmatic Truth

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POET>Culture>Slaves-to-Psychology>The-Dunning-Kruger-Effect ◄◄◄           .           ►►► POET>Culture>Slaves-to-Psychology>The-Matthew-Effect

The Peter Principle (developed by Laurence J Peter and published by William Morrow and Company in 1969) says that people in any hierarchy tend to rise to their “level of incompetence”, because the skills required to make someone good in one job, are not necessarily the skills required for another job. For example, a good engineer would probably be a bad manager, and a good manager would probably be a bad engineer.

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POET>Culture>Slaves-to-Psychology>The-Dunning-Kruger-Effect ◄◄◄         Enroll to Self Study Now!         ►►► POET>Culture>Slaves-to-Psychology>The-Matthew-Effect

Keypoint

Adopt this component by...

Success should not be promoted.

C-Suite: Mandate that promotions and recruitment should be based on the ability to do the promoted job, not on the success in a previous job.

Questions to ponder...

Do people in your Enterprise promote based on success in a previous role, or the capacity to excel in the new role?

Can you think of examples where this has happened in the past?

Who were they? What was the impact? Why do you think they acted in this way?

What needs to change to reduce the likelihood of it happening in the future?

Who needs to drive that change?



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