#Employee-Happiness

The Inverse Conway Manoeuvre is unlikely to work in existing sociotechnical systems of a certain size and stability. It is even less likely to work in remote companies and distributed teams.

Keeping the balance between deep work and being available for other teams can be especially challenging for platform- and enabling-teams. In this article I share the mechanisms that the developer experience team at BRYTER used to sucessfully maintain this balance.

Deep work and team work are not mutual exclusive but deeply interconneted. Collaborating as a team is the purest and most efficient form of deep work and can help your team to achieve peak performance.

Maintaining amble of focus and deep work time as an individual is a critical precondition of being part of a high-performing team. In this article I will give seven tips on how to get more deep work time throughout your week.

Extended periods of focus and concentration are essential to work at high performance achiving high productivity and quality of work.

In traditional organisations, people leads are often made accountable for happy and striving employees. So what do you do when you don't have hierarchies? In short, self-leadership and supportive people (peers, buddies, and coaches) are the way to go.