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The "Technology Trap"

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Promote "ownership," which encourages pride in workmanship. So called "egoless programming" is overrated -- developers don't really want to work in a "software factory."

Identify tool or subsystem "specialists," and make training others on their specialty a big part of their job.

Communicate a clear vision and sense of direction. Even if there doesn't seem to be any, there must be some aspect of the task that can be highlighted as an overriding, attainable target.

Avoid obsession with "demoware," which destroys team morale. If you feel you must produce demos, appoint an "appeasement engineer" whose job it is to isolate the rest of the team from the majority of demo distractions.

Use mentors as well as formal training. The two fill very different needs. Training efficiently communicates broad topics to an entire group; mentoring effectively teaches a few individuals how to actually get the job done.

Encourage broader views. Send your engineers off with the marketeers on customer visits. Invite the analysts to your design reviews. Consider combining "Analyst" and "Programmer" jobs into that of "Business Engineer."

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