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-.md

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.obsidian/appearance.json

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.obsidian/core-plugins-migration.json

@@ -25,5 +25,7 @@
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.obsidian/core-plugins.json

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notes/00-daily-notes 📅/2023-07-07 -skills software architect.md

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+#friday-forum #career 
+
+
+The recommended structure is:   
+
+
+Skills for solution software/enterprise architect?
+
+- Learn about the business, learning about and transforming business capabilities to transfer that to technical solutions
+- Soft skills, negotiation with developers and business people
+- Is less about tech and is more about how to make it happen
+- Is a lot about collaboration and understanding our capabilities
+- marry technical capabilities with business capabilities
+- **Important:** 
+	- Get good at information management! 
+	- You will have less time, and therefore you need to find a good strategy to find information quickly, and manage your time, organize your things. The more organize you are, the better you can respond to the myriad of things that happen around you, and also prioritize things
+	- Time management: Spent X amount of time on the current technology, and spent X amount of time stepping away and learning other technologies. -> This is very important
+	- Do your own personal radar.
+
+
+**Read**
+Residually Theory (interesting take on software architecture)
+[youtube.com/watch?v=0wcUG2EV-7E](https://www.youtube.com/watch?v=0wcUG2EV-7E)
+https://www.sciencedirect.com/science/article/pii/S1877050921007420
+about complexity
+
+**Theory:** 
+we software architects have no idea about what external things influence our architecture and introduce an element of complexity. The stressors change our architecture.
+check: what are resduals
+Build your arch in loosely couple residuals, not components, this way the residuals will make the architecture stronger against similar stressors

notes/00-daily-notes 📅/2023-07-11 - idea talk + a11y proposal TR.md

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+
+In June 2025 there will be the mandate to start compliance for a11y. Banks are included
+
+https://www.bmas.de/DE/Service/Presse/Pressemitteilungen/2021/mehr-barrierefreiheit-fuer-deutschland.html
+
+Idea:
+- Write a proposal for:
+	- What is a11y
+	- Opportunity in numbers
+	- Explain the WCAG
+	- Propose level of compliance
+	- Propose workflow for:
+		- Devs
+		- Designers
+		- Product
+
+
+References
+https://dequeuniversity.com/promo/newdqu
+https://dequeuniversity.com/

notes/00-daily-notes 📅/2023-10-10 - Diagnose and fix problems.md

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+#difficultSituations #problemSolving
+
+Frances Frei's playbook for accelerating excellence in organizations is structured around a weekday calendar. Here's a breakdown of the five steps, from Monday to Friday:
+
+**Monday - Identify Your Real Problem**: Start by identifying the actual underlying problem rather than just addressing the symptoms. It's a day for diagnosis and understanding the root cause.
+
+**Tuesday - Rebuild Trust**: If the problem involves human relationships and trust is broken, focus on rebuilding trust as the core of your solution. Trust is pivotal to effective problem-solving.
+
+**Wednesday - Make New Friends**: To complement your problem-solving efforts, seek out diverse perspectives. Actively engage with people who have different viewpoints. Consider whose perspective is missing and invite them in.
+
+**Thursday - Storytelling**: It's essential to communicate your solutions effectively. Thursday is dedicated to mastering the art of storytelling. Even the best solutions need to be communicated well to have an impact.
+
+**Friday - Move Fast and Fix Things**: Once you've gone through the process of identifying the problem, rebuilding trust, gaining new perspectives, and mastering storytelling, you're now ready to take swift action. Friday represents the day to move quickly and implement your solutions. It's about fixing things efficiently, and this speed is made possible by the thorough work done earlier in the week.
+
+This framework emphasizes the importance of a systematic approach to problem-solving, with each day building upon the progress of the previous one. It culminates in the ability to move fast and effectively resolve issues without causing unnecessary disruption.
+
+https://www.gsb.stanford.edu/insights/simplify-how-communicate-complex-ideas-simply-effectively
+

notes/00-daily-notes 📅/2023-10-10 - Persuasion past present future.md

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+#persuation #leading
+
+Frances Frei's approach to storytelling for persuasion is structured around the past, present, and future framework. Here's a breakdown of how she formulates impactful stories:
+
+**Past**: In the past, it's essential to honor what has happened, both the positive and negative aspects. Acknowledge the history, recognizing that what may have been considered the "good old days" for some might not have been the same for others. This historical perspective sets the stage for the need for change.
+
+**Present**: Focus on the present by providing a clear and compelling change mandate. Explain why change is necessary now and why it can't be postponed. Make it evident to your audience why they need to embrace change immediately. This step requires a convincing case for change.
+
+**Future**: Look to the future and describe what the change will lead to. This vision of the future should be both rigorous and optimistic. It should outline a practical, well-thought-out path forward while maintaining a positive and hopeful outlook. This combination of practicality and optimism creates the necessary structure for a persuasive change story.
+
+By weaving these elements of the past, present, and future into your storytelling, you can effectively communicate the need for change and inspire others to embrace it. This framework provides a comprehensive narrative that guides your audience from understanding the past to envisioning a brighter future.
+
+
+https://www.gsb.stanford.edu/insights/simplify-how-communicate-complex-ideas-simply-effectively

notes/00-daily-notes 📅/2023-10-10 - Phases for Inclusion.md

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+#diversityInTechnology #inclusion
+
+
+Frances Frei outlines a four-stage framework for fostering inclusion: safe, welcome, celebrated, and championed. Here's a breakdown of these stages:
+
+1. **Safe**: The foundation of inclusion is creating a safe environment where individuals feel secure to express themselves without fear of judgment or discrimination. Safety sets the stage for further progress.
+
+2. **Welcome**: Once safety is established, the next stage is to make individuals feel genuinely welcomed. This goes beyond mere tolerance; it involves embracing and appreciating the differences that each person brings.
+
+3. **Celebrated**: Moving beyond welcome, the goal is to celebrate the uniqueness of each individual. Rather than focusing solely on commonalities, this stage encourages recognizing and appreciating the distinct perspectives and experiences that diverse individuals bring to the table.
+
+4. **Championed**: The final stage involves actively championing individuals. This means advocating for them, especially in situations where their voices may not be heard. It's about supporting and empowering others, both in their presence and absence.
+
+
+The overarching aim is to advance people up the "inclusion dial" without pushing anyone else down. This framework emphasizes the importance of fostering a sense of belonging and value for everyone, recognizing that true inclusion benefits from diversity and should not be achieved at the expense of others. It's a nuanced approach that encourages organizations to navigate the complexities of inclusion effectively.
+
+
+Source: https://www.gsb.stanford.edu/insights/simplify-how-communicate-complex-ideas-simply-effectively

notes/03-areas 🧾/burnout/Need to know - Hight risk groups.md

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+- Notably, however, anyone **passionate about** what they do is at high risk of burnout, especially high performers. "Because I love and appreciate my work, my mental “immune system” had nothing to reject."
+- **Underrepresented** groups are at high risk because on top they have to manage micro aggressions Clark says, “Burnout for white, upper-middle-class millennials might be taxing mentally, but the consequences of being overworked and underpaid while managing micro aggressions toward marginalized groups damages our bodies by the minute with greater intensity
+- Another at-risk group for burnout is **working parents**, especially as the number of families in which both parents worked outside the home doubled over the last 30 years.
+- **Women** report higher levels of burnout. One study identified gender inequalities in the workplace as a key element that’s impacting occupational mental health. Women were found to have lower levels of decision-making authority and were often overqualified for their roles, which ultimately leads to less satisfaction at work and a sense that they have fewer career alternatives. We see this frustration all the time, and it often manifests in beating oneself up. Women often think it’s their own fault that they’re not thriving.

notes/03-areas 🧾/burnout/p3 - what to do - workplace.md → notes/03-areas 🧾/burnout/Notes from research - - what to do - workplace.md

@@ -1,7 +1,5 @@
 Burnout is [an organizational issue](https://hbr.org/2019/12/burnout-is-about-your-workplace-not-your-people). If you are facing burnout, is not in your entire responsibility to fix it, the fact that you have it is a symthom of a systematic issue that happens in your workplace, and it is a major red flag.
 
-
-
 > The Always-On manager fails to take time to step back and think strategically about their role. They can only see trees and not the forest. As a result, their department never has the desired impact on the business's bottom line, and the team burns out, one at a time.
 
 <https://medium.com/management-matters/the-mangers-driving-the-great-resignation-29406ae74c56>
@@ -82,7 +80,7 @@ This is a post focused mainly on the individual, rather than the organization. H
 * Adjust organizational structures and routines, decrease decision nodes, to address excessive collaboration
 * Evaluate leadership style of managers, target to transformational service leadership
 * Workload:
-  * Resuce workload
+  * Reduce workload
     * if not possible workload is expected to be busier than usual, but only temporarily, managers need to let employees know what has brought about this change, how long the increased amount of work is expected, and why additional staff are not being hired.
   * Identify and reduce boredom
     *  create “a culture of ‘psychological safety’ in which ‘it’s okay to ask questions’
@@ -131,4 +129,8 @@ The burnout group has major issues with multiple aspects of the workplace—a pa
 
 
 For organizations that do not have internal resources to conduct an applied study of employee burnout and engagement, an alternative option is to obtain assessment services from consultants or test publishers. External surveyors can assure confidentiality by acting as intermediaries between employee respondents and management. They often have a greater capacity to generate individual or work group reports.  
-[source](https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/Text/36_24__Burnout__What_It_Is_and_How.xhtml)
+[source](https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/Text/36_24__Burnout__What_It_Is_and_How.xhtml)
+
+
+
+https://learning.oreilly.com/library/view/managing-burnout-in/9781843347347/xhtml/B9781843347347500050.htm#st0020

notes/03-areas 🧾/burnout/Notes from research - Physical and behavioral clues.md

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+
+**Physical and behavioral clues**
+
+These 4 dimensions can portrait themselves of physical and behavioral signs as well, after all our minds and bodies are more connected than most people think. Here are a few:
+
+**Physical fatigue:** Sitting at the desk in front of a computer for 8+ hours per day is bad for your health: it causes body pain, headache, eye strain, and more. If you don’t get enough physical activity, fatigue and lethargy become the norm.
+
+**Mental fatigue:** Programming is a cognitively demanding job that requires you to solve complex problems. If you don’t take breaks, the fatigue accumulates. If you don’t switch activities and let your brains rest, the fatigue will eventually take its toll.
+
+**Procrastination:** When drained and in doubt of your skills, you are most likely to withdraw from responsibilities to avoid possible failure.
+
+**Change in appetite or sleep habits:** A lack of proper sleep, use of stimulants, accumulated stress, and anxiety are most likely to influence your eating or sleep habits. For example, you may try to eat away your anxiety by having more snacks throughout the day, which may lead to overeating and weight gain, or sleep for 10-12 hours a day and still feel tired.
+
+**Frequent body aches:** Body tensions, joint and muscle pain may appear not only due to low physical activity but also be caused by exhaustion – one of the key symptoms of burnout.
+
+**Isolating yourself from others:** You may no longer want to talk to friends or coworkers, decline invitations, become angry when someone speaks to you, or even come in early or leave late to avoid interactions. When you feel overwhelmed and exhausted by your job, it seems like you no longer have energy for socializing, which translates social isolation into loneliness and aggravates burnout.

notes/03-areas 🧾/burnout/Survey burnout.md → notes/03-areas 🧾/burnout/Things to do - Self monitoring.md

@@ -7,23 +7,22 @@
 Source: [HBR guide to beating burnout](https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/)
 
 
-
 The Mayo Clinic describes the list of job burnout risk factors as:
 
--   You identify so strongly with work that you lack balance between your work life and your personal life
--   You have a high workload, including overtime work
--   You try to be everything to everyone
--   You work in a helping profession, such as health care
--   You feel you have little or no control over your work
--   Your job is monotonous[2](https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/Text/08_Introduction__Rethinking_Burnout.xhtml#id_26)
+-  You identify so strongly with work that you lack balance between your work life and your personal life
+-  You have a high workload, including overtime work
+-  You try to be everything to everyone
+-  You work in a helping profession, such as health care
+-  You feel you have little or no control over your work
+-  Your job is monotonous[2](https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/Text/08_Introduction__Rethinking_Burnout.xhtml#id_26)
 
 
 MBI dimensions
--   **Burnout:** negative scores on exhaustion, cynicism, and professional efficacy
--   **Overextended:** strong negative score on exhaustion only
--   **Ineffective:** strong negative score on professional efficacy only
--   **Disengaged:** strong negative score on cynicism only
--   **Engagement:** strong positive scores on exhaustion, cynicism, and professional efficacy
+-  **Burnout:** negative scores on exhaustion, cynicism, and professional efficacy
+-  **Overextended:** strong negative score on exhaustion only
+-  **Ineffective:** strong negative score on professional efficacy only
+-  **Disengaged:** strong negative score on cynicism only
+-  **Engagement:** strong positive scores on exhaustion, cynicism, and professional efficacy
 https://learning.oreilly.com/library/view/hbr-guide-to/9781647820015/Text/36_24__Burnout__What_It_Is_and_How.xhtml#page_211
 
 

notes/03-areas 🧾/burnout/Things to do - Anchor breathing.md

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+
+1. Imagine being on a boat, feeling calm, and safe
+2. Attached to the boat is an anchor. It keeps you there, where you want, and happy
+3. Our bodies, like the boat, also have anchors, and they can help us focus. Our belly, our nose and mouth, and our chest and lungs can help us feel grounded.
+4. With your hands on your chest, breathe in deeply
+5. Breathe out slowly
+6. Feel your ribs rise and fall
+7. As your mind wanders, gently bring it back to the anchor point.
+
+
+Source:
+https://positive.b-cdn.net/wp-content/uploads/Anchor-Breathing.pdf