Swanand Pagnis
Principal Engineer
First.io
location_on India
Member since 6 years
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Swanand Pagnis
Specialises In
Swanand is an active member of the Bangalore Ruby User Group, a co-organiser for Garden City RubyConf, an OCaml enthusiast and an occasional open source contributor and maintainer.
He is a software engineer who has spent 12+ years writing some bad code, and some good code, and shipping software to users. He loves writing software, building communities, and ranting on Twitter.
He's currently building the next generation real estate tech as a Principal Engineer at First.io
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The Deep Work Divide
45 Mins
Talk
Intermediate
Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.
Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.
By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.
How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?
Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.
-
-
keyboard_arrow_down
The Deep Work Divide
45 Mins
Talk
Intermediate
Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.
Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.
By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.
How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?
Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.
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