By Addy Osmani

It’s time to examine the good, the bad, and the very ugly elements of context switching. Even better, we’ll take a look at some strategies for managing it.

By Oliva Sperring

Difficult conversations exist everywhere; with people who jump the queue to breaking bad news to loved ones. It's something we're never taught so what can we do to make these conversations easier?

By Sanyin Siang

Get past employees’ “too many meetings” gripes and make better use of time spent with your team.

By Team mmhmm

Nearly all American workers have complaints about their company’s typical meetings. Here’s how to reinvent your meetings into can’t-miss events.

By Caitlin Harrington

Two weeks after staff at queer dating app Grindr unionized, bosses ordered employees back to the office. Nearly half the app’s workers refused and have been laid off.

By Pim de Morree

Recently, we met with Jeroen Hammer and Roel Wolfert, two trailblazers within the Dutch National Police. They shared how their frustration with top-down management and suffocating bureaucracy sparked a radical bottom-up transformation network, enhancing engagement and innovation within the Dutch police force.

By Nishrath A

In this ProductTank Belfast Talk, Adrian Howard, a consultant, coach, and trainer, provides in-depth knowledge about Sturgeon’s biases and how they can be addressed to create a balanced system across all aspects of the business.

By Rebecca Hinds, Paul Leonardi, Robert I. Sutton, and Federico Torreti

Today’s workers feel numbed by a fragmented, unpredictable, and overwhelming collection of collaboration tools — the very things advertised to boost their productivity. They know they’re overloaded and feel exhausted but believe there is little or nothing they can do to slow the onslaught of communication.

By John Cutler

Developer productivity is so August 2023. Enter Developer Counter-Productivity. Productive developers spend more of their time and energy on high-leverage activities. Counter-productive developers spend more time and energy on low or negative-leverage activities. This skew is often only marginally within their control (and sometimes completely out of their control). It explains why the same developers in a different environment can be so much more (or less) productive.