Diana Larsen
where else to find them
linkedin:dianalarsenagileswd
what they talk about
all 5 in the filters
where they keep going back
no series more than once — all 6 in the filters
on a stage with
never shared a talk
who talks about the same things
- Ben Linders6 talks
- Aino Vonge Corry19 talks
- Dipesh Pala4 talks
- Oana Juncu10 talks
- Jutta Eckstein22 talks
- Luca Minudel11 talks
| title | conference | date |
|---|---|---|
| Leading for the 21st Century: Building Resilient Learning Teams | PNSQC 2024 | 2024-10-14 |
Argues that blame wastes time and that organizations need lead without blame practices, citing a 2022 study linking dominant managers to more zero-sum thinking… | ||
| Stop Wasting Time on Ineffective Retrospectives!... | Øredev 2023 | 2023-11-08 |
Book update announces Agile Retrospectives, 2nd edition and shows concrete practices that work: tiny three minute micro Retros after Pomodoro-style chunks… | ||
| Catch Fire with Resilient Learning Teams: Leading for 21st Century | Øredev 2023 | 2023-11-08 |
Argues for a restart of leadership: replace blame with measurable practices that increase learning speed and team resilience. Presents three team… | ||
| Agile Retrospectives and the Agile Teams of Today and Tomorrow | Craft Conference 2021 | 2021-06-02 |
Claims that retrospectives are mandatory under Agile Principle 12 and must produce continual team learning; offers concrete practices: short pomodoro 25‑minute… | ||
| Liftoff: Start and Sustain Successful Agile Teams | Agile Testing Days 2016 | 2016-12-05 |
A liftoff runs as a focused one‑day (or longer) event that creates immediate momentum by producing a team chartering artifact with three sections—purpose… | ||
| Improving and Extending Retrospective Outcomes | Philly ETE 2015 | 2015-04-07 |
Presents a concrete five‑step retrospective routine—set the stage, gather data, generate insights, decide actions, close—with specific practices: timelines… | ||
| Managing Agile: Transforming the Three Dysfunctions of Management | Agile Roots 2010 | 2010-06-18 |
Names three recurring management traps: magical thinking, illusion of control and fantasy of individual blame, and shows concrete antidotes: use boards… | ||
| nothing matches | ||