More spelling fixes

Author: marcusoftnet

_posts/2009-10-12-webcasts-on-all-things-agile.md

@@ -18,6 +18,6 @@ Additionally, the site features a range of other interesting webcasts:
 
 - [Agile Design with Alan Shalloway](http://skillsmatter.com/podcast/agile-scrum/agile-design)
 - [Fast Track Test-Driven Development: Testify Your Project with David Evans](http://skillsmatter.com/podcast/agile-scrum/fast-track-test-driven-development-testify-your-project)
-- [Is Lean the Inevitable Future for Software-Intensive Product Development?](http://skillsmatter.com/podcast/agile-scrum/the-future-of-software-intensive-product-development) with Flow Chain Sensei (try saying that three times fast!)
+- [Is Lean the Inevitable Future for Software-Intensive Product Development?](http://skillsmatter.com/podcast/agile-scrum/the-future-of-software-intensive-product-development) with Flow Chain sansei (try saying that three times fast!)
 
 These resources provide valuable insights into Agile methodologies and practices, making them worth checking out.

_posts/2012-06-23-experience-report-from-rolling-out.md

@@ -67,7 +67,7 @@ within the company itself. An outside coach/change agent can be a very
 good thing to help you on the journey but the actual need must come from
 within the company.
 
-I've heard that Toyota sensei:s (TPS/Lean gurus) often are requested to
+I've heard that Toyota sansei:s (TPS/Lean gurus) often are requested to
 go and help other companies. They hang up the first 99 calls. On the
 100th call they respond - now they know that the company is really
 desperate to get their help and ready to change.

_posts/2012-09-19-applying-switch-framework-to-meetings.md

@@ -69,7 +69,7 @@ Under this heading the Switch authors talk about simple, prescriptive behaviors
 
 Shu Ha Ri the reasoning about how you learn new techniques in martial arts.
 
-**Shu** means Obey the rules - do exactly what the sensei tells you. Do it over and over again until it's second nature. This is what Script the critical moves is all about.
+**Shu** means Obey the rules - do exactly what the sansei tells you. Do it over and over again until it's second nature. This is what Script the critical moves is all about.
 
 **Ha** means roughly Break the rules. Try something new that you haven't done before. But do that taking a stance in the basic rules you know.
 

_posts/2012-10-08-agilechangetop51.md

@@ -13,7 +13,7 @@ blogger_orig_url: https://www.marcusoft.net/2012/10/agilechangetop51.html
 
 This is a topic I ~~rant~~ talk about quite a lot nowadays it seems. I feel like an old LP with a scratch (just that analogy probably dates me pretty good I guess). But I do it because I see it missing from a lot of agile change initiatives, big and small. And they are then doomed to fail.
 
-Just to be sure - I make no claim of being the inventor of this; I've picked it up here and there and everywhere. Not even sure where anymore. Half [Lean](http://en.wikipedia.org/wiki/Lean_software_development), half [agile](http://www.agilemanifesto.org/), half [right-shifting](http://flowchainsensei.wordpress.com/rightshifting/) and half the [Kanban Method](http://agilemanagement.net/index.php/Blog/the_principles_of_the_kanban_method) I guess. For whatever I've learned I'm eternally grateful. What I'm saying is this; if anything strikes you as good it was probably invented elsewhere. If it's bad - it's probably me.
+Just to be sure - I make no claim of being the inventor of this; I've picked it up here and there and everywhere. Not even sure where anymore. Half [Lean](http://en.wikipedia.org/wiki/Lean_software_development), half [agile](http://www.agilemanifesto.org/), half [right-shifting](http://flowchainsansei.wordpress.com/rightshifting/) and half the [Kanban Method](http://agilemanagement.net/index.php/Blog/the_principles_of_the_kanban_method) I guess. For whatever I've learned I'm eternally grateful. What I'm saying is this; if anything strikes you as good it was probably invented elsewhere. If it's bad - it's probably me.
 
 In this post, I wanted to quickly write down some ways of making sure that your agile change initiative succeeds. But these are not ideas made up in my head (MY GOD - the horrors...) but things that I've tried and failed miserably with. Over and over. And learned a lot from. Here we go - in order of importance:
 

_posts/2013-07-29-export-all-images-from-word-doc.md

@@ -51,4 +51,4 @@ Here are the steps I followed:
 
 6. Save the application to a well-known place, for example, the desktop.
 
-You have now created a little renamer application. To it, you can drag the files you want to rename and ... presto - they will be renamed.
+You have now created a little rename:er application. To it, you can drag the files you want to rename and ... presto - they will be renamed.

_posts/2013-08-19-move-files-at-regular-intervals-on-osx.md

@@ -36,7 +36,7 @@ Now you can configure where the Find Finder Items action is going to look and ba
 
 #### Move the files
 
-To move the files we need another action called: "Move Finder Items". Search for it and doubleclick it. You can then configure where you want the files moved to. "Which files?", you might wonder. Well the files that you've sent to the action. It's selected with the Find Finder items.
+To move the files we need another action called: "Move Finder Items". Search for it and double-click it. You can then configure where you want the files moved to. "Which files?", you might wonder. Well the files that you've sent to the action. It's selected with the Find Finder items.
 
 When you're done your complete application looks like this:
 

_posts/2014-06-05-move-information-to-authority-and-not.md

@@ -105,7 +105,7 @@ I agree. And this is where I get sad. People are more reluctant to let go of pow
 
 So that’s it then. No more of this. It ends in a [big sad trombone](http://sadtrombone.com/?play=true)?
 
-I don’t think so. Firstly, I think this is worthy of pursuing and striving towards. You don’t (and maybe never should) turn the dial all the way to 11, with all decisions being made out there ([chaordic organization/mindset](http://flowchainsensei.wordpress.com/2011/03/03/rightshifting-transitions-part-3/) I think it's called). [Some people have tried and succeeded](http://assets.sbnation.com/assets/1074301/Valve_Handbook_LowRes.pdfe%20people%20have%20tried%20and%20succeed), go ahead and explore your possibilities.
+I don’t think so. Firstly, I think this is worthy of pursuing and striving towards. You don’t (and maybe never should) turn the dial all the way to 11, with all decisions being made out there ([chaordic organization/mindset](http://flowchainsansei.wordpress.com/2011/03/03/rightshifting-transitions-part-3/) I think it's called). [Some people have tried and succeeded](http://assets.sbnation.com/assets/1074301/Valve_Handbook_LowRes.pdfe%20people%20have%20tried%20and%20succeed), go ahead and explore your possibilities.
 
 Secondly, doing this to an existing organization is much harder than starting fresh. Trust me, I work (well ok… not really, [I’m on leave right now](https://www.marcusoft.net/2013/06/moving-to-indonesia.html)) for [Aptitud](http://www.aptitud.se/). Let me, to end this finally tell you a little bit about how we decide things at Aptitud.
 

_posts/2015-04-21-what-is-the-problem.md

@@ -27,6 +27,7 @@ Mind you I've only read 1/3 of the book... this might be answered later and then
 <!-- excerpt-end -->
 
 ## Change the world - to one without the problem
+
 The first thing that stands out is; when they face a problem, thats hindering them to become what they want, they solve it. Even if it means going against conventional wisdom or "the way we used to do things".
 
 For example;
@@ -76,6 +77,7 @@ Son (after thinking for 10 seconds): "Just one question more: Why don't you want
 ZING! Exactly. If you don't want me to ask Why, what's your reason for that? How am I supposed to learn?
 
 ## Small teams - with trust and authority
+
 All of the organizations that is described in the book, as "reinvented organizations" is built around small teams. 10-25 people. Because it scales so well, he said to stop further discussions around scaling.
 
 Not only that; all the "teal organizations" (as Frederic Laloux calls them) have pushed much, if not all, authority to those teams. Salaries, hiring / firing, "management", HR, strategic planning, etc. etc. is managed within the team.
@@ -87,7 +89,7 @@ Me: "Ap ap ap... They've *changed the way the work* to not have those problems.
 
 This goes hand in hand with trust and transparency. Pushing all those responsibility all the way down to the individual teams means that you need to trust the teams to do the right thing. Often this is combined with unprecedented transparency around information - which acts as information sharing mechanism.
 
-For example in [Aptitud](http://www.aptitud.se) we are allowed to buy stuff that we think that we need, without consulting any leaders. If it's "a lot" of money we consult another Aptidude (yes, sorry... that's what we call ourselves). BUT, we share the receipts with everyone. Shopping on the Aptitud account means that an email is sent to everyone in the company. If you buy a big flat-screen-TV with Aptitud-money people will see that. And probably ask you questions.
+For example in [Aptitud](http://www.aptitud.se) we are allowed to buy stuff that we think that we need, without consulting any leaders. If it's "a lot" of money we consult another Apti-dude (yes, sorry... that's what we call ourselves). BUT, we share the receipts with everyone. Shopping on the Aptitud account means that an email is sent to everyone in the company. If you buy a big flat-screen-TV with Aptitud-money people will see that. And probably ask you questions.
 
 You: "But how would this work at scale? There will be ..."
 Me: "Ap ap ap... They've *changed the way the work* to not have those problems. See above."
@@ -101,6 +103,7 @@ And me adding:
 <blockquote>And current control can be replaced by transparency</blockquote>
 
 ## Leader/coaches over managers
+
 The organizations mentioned have very few managers. They have a [lot of leaders though](https://www.marcusoft.net/2015/01/leadership---not-management.html)... and the make leaders within their own ranks. A trademark of a healthy organization if you ask me.
 
 One common trait for all the organizations is the people "higher up" in the hierarchy have *no authority* over the people "lower down". The CEO is only advisory. And great care has been taken to make sure that it stays like that, even in the teams.
@@ -112,14 +115,16 @@ Hierarchy have a tendency to "creep in" to our organizations should we not be ca
 One of these, that also seems, common is that the HQ is very small and they shy away from stabs functions, tries to find other ways. One organization of 7000 nurses have only 30 people in the HQ (all without authority over the team). For the 40000 people strong organization doing power plants all over the world, the stab is only ca 100 people.
 
 ## Value driven - the goals will follow
+
 All of the organizations described in driven by values ("We are these kind of people", "We want to see employees live fulfilled lives") and leaves the goal ("In the next quarter we are going to ...", "Our sales target for 2015 are", "In the employee survey we will score ...") out for grabs.
 
 There's merely a WHY stated and the WHO, WHAT and HOW are left to the teams to figure out and solve. In their way. Another way to put this is that they teams are *trusted* to come up with the WHO, WHAT and HOW
 
 <blockquote>the people are out there making decisions as if the CEO was standing behind them. And if it's not the same decision it's actually **a better decision**.</blockquote>
-[David L Marqueet again](https://youtu.be/OqmdLcyES_Q?t=7m48s)
+[David L Marquet again](https://youtu.be/OqmdLcyES_Q?t=7m48s)
 
 ## Summary
+
 To me the most important thing here is that these organizations have started with values and then relentlessly changed how the work in order to better live up to those values.
 
-They are never done. They have no goal for their efforts. They don't know how the future will look. They have no long-term plans for how to reach this.
+They are never done. They have no goal for their efforts. They don't know how the future will look. They have no long-term plans for how to reach this.

_posts/2016-02-14--what-does-that-say-about-me.md

@@ -65,7 +65,7 @@ How can I approach the change so that fear like that goes away?
 
 ## What needs to be true...
 
-The last thought comes from sensei [Dan North](http://dannorth.net/) and is related to the above:
+The last thought comes from sansei [Dan North](http://dannorth.net/) and is related to the above:
 
 <blockquote>What needs to be true, for that to make sense?</blockquote>
 

_posts/2016-04-18-flow-manager.md

@@ -10,17 +10,17 @@ tags:
  - Life of a consultant
 ---
 
-At my current client I don't have a role name. Or rather I do but that's not what I do, nor what I am there to do. It struck me that I have had this problem before. Many times. 
+At my current client I don't have a role name. Or rather I do but that's not what I do, nor what I am there to do. It struck me that I have had this problem before. Many times.
 
 Here's some way it manifests itself:
 
 I'm not "development manager" that some people call me. I have no formal authority, no staff and no budget. And I have responsibilities that stretches over the *development* team.
 
 I'm not *scrum master* that is the fall-back term for anything that is around agile and doesn't fit the normal organizational scheme. However none of our teams work with scrum and i've not worked with scrum for at least 6 years. I'm also pro-flow-based processes rather than iteration-based.
 
-I'm not a *agile coach* since that's a term that I barely myself understand what it means. I don't want to be a coach to make people more agile - I want to make the system work better to flow idea faster to production. 
+I'm not a *agile coach* since that's a term that I barely myself understand what it means. I don't want to be a coach to make people more agile - I want to make the system work better to flow idea faster to production.
 
-So I tweeted: 
+So I tweeted:
 
 <blockquote class="twitter-tweet" data-partner="tweetdeck"><p lang="en" dir="ltr">On Monday I&#39;m requesting a new name for my role: Flow Manager - measured on lead time. <a href="https://twitter.com/hashtag/lean?src=hash">#lean</a> <a href="https://twitter.com/hashtag/agile?src=hash">#agile</a> <a href="https://twitter.com/hashtag/Kanban?src=hash">#Kanban</a></p>&mdash; Marcus Hammarberg (@marcusoftnet) <a href="https://twitter.com/marcusoftnet/status/718781268113170432">April 9, 2016</a></blockquote>
 <script async src="//platform.twitter.com/widgets.js" charset="utf-8"></script>
@@ -30,7 +30,7 @@ Let me describe what I mean.
 <!-- excerpt-end -->
 
 ## What is the goal of my work here?
-Being in my role I am often "responsible for the teams" and ensuring a "good progress in their work". Well that in itself is no goal? There's a reason we are here right? 
+Being in my role I am often "responsible for the teams" and ensuring a "good progress in their work". Well that in itself is no goal? There's a reason we are here right?
 
 It's simple, I think. I'll rip it from the [agile manifesto](http://agilemanifesto.org/):
 
@@ -43,26 +43,27 @@ Working software. Early and often. Or as [Woody Zuill](https://twitter.com/Woody
 
 All roles helps to achieve this goal. Mine too - I help the work to flow faster by enabling, coach and help the teams and product owners to move work faster from idea to production.
 
-## Manager? Really - you want to be a manager? 
-Manager is a word that I don't really like. Or like this; I don't like the notion of me *managing* people. That's for batteries or sheep. You manage things - you lead people. Or even better; work in a [fellowship with people](https://flowchainsensei.wordpress.com/2012/07/30/leadership-or-fellowship/)
+## Manager? Really - you want to be a manager?
 
-But that's not what *flow manager* would be about. It would actually manage the *flow*. Improving flow. 
+Manager is a word that I don't really like. Or like this; I don't like the notion of me *managing* people. That's for batteries or sheep. You manage things - you lead people. Or even better; work in a [fellowship with people](https://flowchainsansei.wordpress.com/2012/07/30/leadership-or-fellowship/)
 
-Good measurement and KPI's to follow a flow manager up on would be lead time and throughput. In combination. 
+But that's not what *flow manager* would be about. It would actually manage the *flow*. Improving flow.
 
-Short lead times from idea to production generally means that we have a smooth process where small things flows fast and without interruptions. High throughput speaks about the same things: we finish many things per time period (week for example). One good way to do that is to do small things. 
+Good measurement and KPI's to follow a flow manager up on would be lead time and throughput. In combination.
 
-If quality is bad or people don't enjoy work it generally reflect badly on these two metrics two; creating rework or a slow / uneven flow. 
+Short lead times from idea to production generally means that we have a smooth process where small things flows fast and without interruptions. High throughput speaks about the same things: we finish many things per time period (week for example). One good way to do that is to do small things.
+
+If quality is bad or people don't enjoy work it generally reflect badly on these two metrics two; creating rework or a slow / uneven flow.
 
 ## Ah - you're a [insert favorite framework role here]?
-Yes, maybe the above is part of what an *agile coach* does. Or the *scrum master*. Or maybe even the *development manager*. But I never seen that responsibilities spelled out for any of these roles. 
+Yes, maybe the above is part of what an *agile coach* does. Or the *scrum master*. Or maybe even the *development manager*. But I never seen that responsibilities spelled out for any of these roles.
 
-It's often a shared responsibility (and it still should be of course) that is implicitly understood to be important by everyone. Maybe one could try to make it the explicit responsibility for one person. 
+It's often a shared responsibility (and it still should be of course) that is implicitly understood to be important by everyone. Maybe one could try to make it the explicit responsibility for one person.
 
 My authority would also be more explicit and easier to understand than it is as a *coach*. As a flow manager I can have opinions and request about our work that could help it flow better. As a coach this is not really explicit, I've noticed. Why should a product owner listen to me as a coach? They should. They could - but it's not required.
 
 ## Summary
-I think I could be a flow manager. 
+I think I could be a flow manager.
 
 <blockquote>Hi, I'm Marcus. I'm the flow manager here! I'm responsible for a good flow of ideas to working software</blockquote>