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	<title>Comments on: How Others See Us Is Important Too</title>
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	<link>http://agiletools.wordpress.com/2011/04/24/how-others-see-us-is-important-too/</link>
	<description>Tools for the Agile Practitioner</description>
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		<title>By: Tom Perry</title>
		<link>http://agiletools.wordpress.com/2011/04/24/how-others-see-us-is-important-too/#comment-1063</link>
		<dc:creator><![CDATA[Tom Perry]]></dc:creator>
		<pubDate>Tue, 26 Apr 2011 00:36:42 +0000</pubDate>
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		<description><![CDATA[Bob,

I don’t know much about Rightshifting, but your explanation makes sense to me. As you say, absent direct intervention, this is very likely to happen. Thanks for the distilled insight.

-Tom]]></description>
		<content:encoded><![CDATA[<p>Bob,</p>
<p>I don’t know much about Rightshifting, but your explanation makes sense to me. As you say, absent direct intervention, this is very likely to happen. Thanks for the distilled insight.</p>
<p>-Tom</p>
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		<title>By: Bob Marshall</title>
		<link>http://agiletools.wordpress.com/2011/04/24/how-others-see-us-is-important-too/#comment-1060</link>
		<dc:creator><![CDATA[Bob Marshall]]></dc:creator>
		<pubDate>Mon, 25 Apr 2011 07:34:12 +0000</pubDate>
		<guid isPermaLink="false">http://agiletools.wordpress.com/?p=859#comment-1060</guid>
		<description><![CDATA[I&#039;d go so far as to say this is inevitable, absent direct, effective, explicit interventions to tackle the condition. Rightshifting explains why this is so. In a nutshell, effective Agile teams find themselves adopting a new (Synergistic) way of being (aka mindset, perspective on the world of work). This new way is so at odds with the conventional (Analytic) way of being that it creates a great deal of cognitive dissonance on both &quot;sides&quot;. It is this cognitive dissonance that lies at the root of the condition you report.

- Bob @FlowchainSensei]]></description>
		<content:encoded><![CDATA[<p>I&#8217;d go so far as to say this is inevitable, absent direct, effective, explicit interventions to tackle the condition. Rightshifting explains why this is so. In a nutshell, effective Agile teams find themselves adopting a new (Synergistic) way of being (aka mindset, perspective on the world of work). This new way is so at odds with the conventional (Analytic) way of being that it creates a great deal of cognitive dissonance on both &#8220;sides&#8221;. It is this cognitive dissonance that lies at the root of the condition you report.</p>
<p>- Bob @FlowchainSensei</p>
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