Secrets of Adulthood

Secrets of Adulthood

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Learn more words

THE BLUE TREE

Opinions

CEF B1

CEFR B2

Upper
Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Listen to some model answers. Read the transcript.

Do you have a favorite proverb or saying that you try to live by? Why do you like it?
TRANSCRIPT

Yes, I really like the saying “What goes around comes around.” I believe that our actions have consequences, and if we treat people well, it will come back to us in some way. It helps me stay kind and respectful, even in difficult situations.

TRANSCRIPT

I think it’s still useful. Many proverbs contain basic truths about human nature or daily life. For example, “Don’t put all your eggs in one basket” is still good advice for finances, business, or even relationships. It’s simple, but it makes sense.

Can you think of a quote that changed the way you see the world—or made you think?
TRANSCRIPT

Yes, I once read, “You can’t control the wind, but you can adjust your sails.” It reminded me that I can’t always change my circumstances, but I can change how I react. That idea helped me during a stressful time at work.

key language

Study the words in this flashcard game. Make sure you know them all.

part one

SECRETS OF ADULTHOOD

Read the aphorism and the following comment. 

Express your own opinion. Use the FUNCTIONS tab in the left menu for some useful language of expressing opinions.

1. Happiness doesn’t always make us feel happy.

Voice: Older, experienced woman from the U.S.
Funny thing about happiness — it doesn’t always come with a smile. Waking up early to exercise? Miserable. Studying late to finally get that degree? Exhausting. Even family holidays can feel more like marathons than joyrides. But all these things build a kind of happiness that lasts longer than a good mood. Sometimes real happiness looks a lot like hard work, awkward conversations, or saying no when you’d rather say yes.

2. There is no right way to create a happier life, just as there’s no best way to cook an egg.

Voice: Young man, beginner cook, UK.
Look, I can barely boil water, but even I know people are picky about eggs. Scrambled, poached, sunny-side up — ask five people, get ten opinions. Life’s the same. My mum thinks happiness is a spotless kitchen; my friend Pete thinks it’s owning three guitars and no kitchen at all. There’s no recipe — just crack the shell, have a go, and hope you don’t end up with egg on your face.

3. Accept yourself and expect more from yourself.

Voice: Middle-aged manager, Germany.
For years, I lived with a constant, silent frustration. I kept chasing goals that didn’t fit me — trying to be the loudest in meetings, trying to network at every event, even though I hated small talk. I thought success meant changing who I was. But all it brought me was exhaustion and self-doubt. When I learned to accept myself — an introvert who prefers quiet focus — and expect more on my terms, everything changed. I built a reputation for being dependable, thoughtful, and strategic. Accepting myself didn’t mean lowering the bar — it meant raising it in the right direction.

4. It’s easier to change our surroundings and schedules than to change ourselves.

Voice: University student, Brazil.
I used to believe that willpower alone could make me a morning person. Every January, I set the same resolution — wake up early, study at dawn. But it never stuck. Then I remembered something James Clear wrote in Atomic Habits — that environment is stronger than willpower. So, I stopped fighting myself. I switched my classes to later hours and found a study group that met in the evenings. By changing my surroundings and schedule, my habits improved naturally. It wasn’t about changing who I was — it was about making my world fit me better.

5. We can’t make people change, but when we change, our relationships change, and so others may also change.

Voice: Retired teacher, Japan.
When I was young, I believed that if I just spoke the right words, I could change others. As a teacher, I tried — raising my voice, giving long lectures — but the students only grew colder. One autumn, as the leaves fell outside the classroom window, I decided to change instead. I softened my tone, listened more, smiled even when I was tired. Slowly, without force, the air in the room shifted. The students sat straighter, spoke kinder words. Like a ripple on still water, my small change traveled further than I ever could by pushing. Change begins quietly, like spring warming the earth — unseen at first, but powerful all the same.

6. We can’t change our children’s natures by nagging them or signing them up for classes.

Voice: Mother from Nigeria.
I pushed my son hard to become a doctor. In our family, we already had one doctor — his uncle — and he was doing well for himself, respected and comfortable. I thought following that path would give my son the same kind of life. I signed him up for extra science classes, nagged him about studying, even bought him medical textbooks. But his heart was always in music — writing songs, playing the guitar late into the night. The more I pushed, the more he pulled away. Only when I stepped back did I see him grow into himself, and now he’s a music teacher, inspiring others. Children don’t bloom by force; they bloom when you water what’s already inside them.

7. Before declaring something superficial, unhealthy, inefficient, dangerous, disgusting, or immoral, consider: maybe it just doesn’t suit my taste.

Voice: Young woman, France.
It’s easy to judge what you don’t understand. I used to roll my eyes at video games — until I realized they’re not for me, but they bring joy and even jobs to others. And if you look at history, it’s clear: things change. People once thought wearing bright colors was vulgar — now it’s fashion. Tattoos used to be seen as criminal — today, they’re art and self-expression. Even women wearing trousers was shocking a hundred years ago — now it’s completely normal. Not everything has to suit me. It’s good to remember that what seems strange today might be ordinary tomorrow.

8. By trying to save things for a special occasion, we may squander them (spices go stale, shirts yellow, wine turns to vinegar).

Voice: Elderly man, rural Poland.
Years ago, I bought a dark blue suit — fine wool, perfect cut. I told myself I’d save it for a really important wedding, maybe my niece’s or my neighbor’s daughter’s. But when those weddings came, I thought, “No, not yet. I’ll save it for something even more special.” The years went by, the suit stayed in its box, and life moved on. When I finally tried it on again, it was tight in the waist and out of style. Looking back, I missed so many chances to wear it proudly — birthdays, anniversaries, even Sunday church. Special occasions aren’t rare — they’re hidden in everyday life.

9. To respect us, people must first notice us — we can’t earn trust and admiration from the sidelines.

Voice: Young entrepreneur, India.
In the early days of my business, I worked hard behind the scenes, thinking good work would speak for itself. It didn’t. Clients didn’t even know who was behind the projects. One day, I pushed myself to give a short talk at a local networking event, even though I was nervous. After that, people started reaching out, not just for my services but for advice and partnerships. Being visible earned me respect — as we say, if you don’t blow your own trumpet, no one will blow it for you.

10. Do you need more time or do you need to make a decision?

Voice: Office worker, Canada.
A few years ago, I was stuck in a job that didn’t make me happy. Every day, I told myself I just needed more time to figure things out. But deep down, I already knew I wanted to leave — I was just scared to make the jump. One weekend, after too much thinking, I sat down and asked myself honestly: Do I really need more time or do I need to decide? I updated my resume that night. Two months later, I started a new job that challenged me and made me excited again. Sometimes, hesitation feels like preparation, but it’s really just fear wearing a disguise.

11. When uncertain about how to proceed, make the choice that allows you to choose the bigger life.

Voice: Teacher, Kenya.
A few years ago, I had the chance to move from my small village to Nairobi for a teaching job. I hesitated. The city seemed too busy, too expensive. But then I thought: what would give me a bigger life? For me, it wasn’t about having more money or a bigger house — it meant more opportunities, more experiences, more ways to grow. A “bigger life” is different for everyone. It’s not about size — it’s about space to stretch yourself. I chose Nairobi, and though it was hard at first, I met new people, learned new things, and found new purpose. Looking back, it was the right choice.

12. To understand a new place, visit a grocery store.

Voice: Traveler, Spain.
Every time I travel, I skip the tourist spots at first and head to a grocery store. In Japan, I was amazed to see so many types of rice and beautiful packaging — even the apples were wrapped like gifts. In Sweden, the stores were full of crispbread and dozens of kinds of pickled herring, things we don’t usually see in Spain. In Mexico, the colors were incredible — bright fruits, chili powders, and candies we’d never imagine at home. Grocery stores show you what people really eat and care about day to day — it’s like reading the soul of a place without needing words.

13. Once a group includes five people, a single conversation is very hard to maintain.

Voice: Event organizer, Australia.
I learned this the hard way when I hosted a birthday barbecue last summer. We pulled a few tables together, and before the first sausages hit the grill, the group split into little pockets. Some mates chatted about football, others about travel — it was like herding cats. That’s when I realized: once you’ve got more than four at a table, a single conversation goes out the window. Now, I keep gatherings small and cozy — as we say here, “fewer cooks make a better broth.” It makes for a better time and no one feels left out.

14. If you don’t know what to do with yourself, go outside or go to sleep.

Voice: Young woman, student, South Korea.
Whenever I feel lost or anxious, I go outside. There’s something about being close to nature — trees, fresh air, even just a bit of sky — that calms me down in a way nothing else can. Nature doesn’t rush you; it reminds you that life has its seasons. A short walk often gives me clarity when my mind feels stuck. Being close to nature reconnects me with something bigger than myself and helps me see my problems from a better perspective.

part two

Poll

Go through the aphorisms again. This time decide how much you agree with each one.

Happiness doesn't always make us feel happy
Disagree Strongly
Agree Completely
There is no right way to create a happier life, just as there’s no best way to cook an egg.
Disagree Strongly
Agree Completely
Accept yourself and expect more from yourself.
Disagree Strongly
Agree Completely
It’s easier to change our surroundings and schedules than to change ourselves.
Disagree Strongly
Agree Completely
We can’t make people change, but when we change, our relationships change, and so others may also change.
Disagree Strongly
Agree Completely
We can’t change our children’s natures by nagging them or signing them up for classes.
Disagree Strongly
Agree Completely
Before declaring something superficial, unhealthy, inefficient, dangerous, disgusting, or immoral, consider: maybe it just doesn’t suit my taste.
Disagree Strongly
Agree Completely
By trying to save things for a special occasion, we may squander them (spices go stale, shirts yellow, wine turns to vinegar).
Disagree Strongly
Agree Completely
To respect us, people must first notice us — we can’t earn trust and admiration from the sidelines.
Disagree Strongly
Agree Completely
Do you need more time or do you need to make a decision?
Disagree Strongly
Agree Completely
When uncertain about how to proceed, make the choice that allows you to choose the bigger life.
Disagree Strongly
Agree Completely
To understand a new place, visit a grocery store.
Disagree Strongly
Agree Completely
Once a group includes five people, a single conversation is very hard to maintain.
Disagree Strongly
Agree Completely
If you don’t know what to do with yourself, go outside or go to sleep.
Disagree Strongly
Agree Completely

HOW DOES IT END

Read some beginnings of famous proverbs and aphorisms. How do they finish? Make up your own endings.

1. If everything matters, ...

then nothing does. Prioritize.

2. Just because someone is good at something doesn’t mean ...

… they enjoy it.

3. If you want something to last, ...

…  make it a habit, not a one-time effort.

4. People often want to feel heard more than ...

… they want advice.

5. The best way to learn something is to ...

… try teaching it.

part three

WHAT’S THE MISSING WORD

Complete some aphorisms with missing words. Be careful, some words are there to mislead you.

MATCH THE HALVES

Match the beginning of an aphorism with its ending.

1.
You don’t have to be the loudest person in the room…
Sometimes we don’t need to try harder…
If you pretend to be someone you’re not to please others…
Real growth often happens when we step outside of what’s comfortable…
Waiting for the “perfect moment” to enjoy something…
Trying to do everything for everyone…
The things that feel awkward and difficult today…
…and try what feels uncertain, new, and a little bit scary.
to be heard and respected—consistency and clarity often speak louder than volume.
…usually means doing nothing well and losing yourself in the process.
…might become the stories and strengths you value most tomorrow.
…we need to change the situation we’re in.
…you may win their approval, but you’ll lose your own peace.
…is the best way to ensure you never enjoy it at all.

COMMENTS

Which of the aphorisms from this lesson do you like the most? Why?

Managing up

Managing up

Learn more words

THE BLUE TREE

Business English

CEF B1

CEFR B1

Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Listen to some people answering these questions. Report back or read the transcript to practise speaking.

Think about a really good boss you have had. Why was he or she so good?
TRANSCRIPT

I once had a boss named Joanna, and she was amazing. She always listened to our ideas and made us feel like we were part of the team. She was also very clear about what she expected, so we never felt lost or confused. I think what made her so good was that she trusted us, but she was also there when we needed help. She gave feedback in a kind way and really cared about our growth.

Is it easy to manage people? What is the biggest challenge in managing other employees, in your opinion?
TRANSCRIPT

No, I don’t think it’s easy to manage people. In my opinion, the biggest challenge is that everyone is different. Some people need more support, others like to work on their own. As a manager, you have to understand how each person works best. Also, if there is a problem or conflict in the team, it’s the manager who has to deal with it. That can be stressful.

Would you like to be responsible for the work of other employees? What would you like the most and least about this position of authority?
TRANSCRIPT

Yes, I would like that one day. I enjoy helping others and I think I’m good at organizing tasks. What I would like the most is seeing the team succeed and knowing I helped make that happen. But what I wouldn’t like is having to give negative feedback. I don’t enjoy telling people they made a mistake—it feels uncomfortable. Still, I think it’s part of growing as a leader.

part one

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • 1. What’s the first rule of “Managing Up”?
  • 2. What should we learn about our bosses as regards: communication?
  • 3. What should we learn about our bosses as regards: amount of information?
  • 4. What should we learn about our bosses as regards: personality?
  • 5. What is the value of learning the answers to these questions?

part two

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the second part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • 1. Why isn’t the office a place to be modest?
  • 2. Is it about being arrogant?
  • 3. Why should others know about your accomplishments?
  • 4. What’s an “Accomplishments File”?
  • 5. When should you send it to your boss?
  • 6. Why shouldn’t you call those accomplishments but completions?

POLL

How well do you know your boss? How many questions can you answer in this poll?

How can knowing the answers to these questions help you manage up your boss?

1. Is your boss?
introvert
extrovert
2. How do they prefer to communicate?
Written (email, messages)
Spoken (calls, meetings)
3. How much information do they want?
Just the key points
All the details
4. When you bring a problem, do they prefer...?
You to offer a solution
To solve it themselves
5. How quickly do they make decisions?
Slow and careful
Fast and confident
6. What’s their style of leadership?
Hands-off (lets you decide)
Hands-on (likes to be involved)
7. How do they give feedback?
Private and gentle
Direct and open
8. What motivates them more?
Results and goals
Teamwork and relationships
9. How do they respond to new ideas?
Cautious and skeptical
Open and enthusiastic
10. What’s their time management style?
Flexible with deadlines
Strict with deadlines
11. How often do they want updates?
Only when necessary
Regular and detailed
12. Do they prefer to work?
Alone and quietly
With others and collaboratively
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DISCUSSION

MANAGING UP

Follow the conversation between three colleagues. They are talking about the idea on “managing up”.

Read (role play) their dialogue.

Alita Pete and Kat are having a conversation

Anna: So… our new boss is starting next week. Are you two ready?

Mike: Not really. It feels strange not knowing anything about them.

Julia: I know what you mean. But I’ve been thinking about that video our English teacher showed us—Managing Up. I think we can use some of those tips.

Anna: Yeah, like the idea of learning about your boss. It sounds simple, but it’s actually smart.

Mike: Right. I wrote down some of the questions from the video. Like: What style of communication does my boss prefer? Do they like emails, calls, or face-to-face?

Julia: Good one. My last manager hated long emails. He always said, “Just give me the main point.”

Anna: That’s another question: How much information does my boss want from me? Should we prepare a lot of details, or just a short summary?

Mike: We’ll probably need to test and observe. Some managers want to be involved in every step, others just want results.

Julia: Also: Do they want me to bring a solution, or do they prefer to decide? It’s good to know if we should share ideas or just explain the problem.

Anna: Exactly. If we bring too much or too little, it can be a problem. We have to learn their style.

Mike: Another idea from the video was toot your own horn. I used to think it was a bad thing, but now I see it differently.

Julia: Same here. It’s not about showing off. It’s just letting your boss know what you and your team are doing well.

Anna: Yeah, like saying: “The report I worked on helped the client a lot,” or “The team finished the task early.”

Mike: I think we should also keep a list of our achievements. Then it’s easier to talk about them during meetings or reviews.

Julia: And we can send short updates, like once a week. It helps the boss know what’s going on and shows we’re reliable.

Anna: We can even ask the new boss directly: “Would you like weekly updates from us?” That way we don’t have to guess.

Mike: I like that. It shows respect and makes everything clear.

Julia: So we’re all agreed—we’ll try to manage up. Ask smart questions, learn how they work, and gently share our wins.

Anna: Yes! A new boss is a chance to grow. Let’s make the most of it.

DISCUSSION QUESTIONS

Discuss the questions below. Refer to the information from the video and your own life experience.

BulletWhy do you think managing your relationship with your boss is important for your success at work?
BulletWhat are some effective ways to understand your manager’s communication and decision-making style?
BulletCan you think of a time when you or someone you know successfully “managed up”? What did they do, and what was the result?
BulletWhat challenges might people face when trying to share their accomplishments with their boss without sounding arrogant?
BulletHow can keeping your boss informed about your work help build trust and improve teamwork?

LESSON GLOSSARY

Check out the language from this lesson.

FREE PRACTICE

Describe the best boss you have ever had. 

Write your answer in the comments below or send it to your teacher.

COMMENTS

Share your views and opinions here.

Black Box Thinking

Black Box Thinking

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Black Box Thinking
Learn more words

THE BLUE TREE

Personal
Productivity

CEF B1

CEFR B2

Upper
Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Then listen to the model answers and think how you could improve yours.

TRANSCRIPT

I see mistakes and failures as opportunities to learn and improve. Instead of feeling bad about them, I try to analyze what went wrong and how I can do better next time. For example, if I make a mistake at work, I ask myself: Was it a problem with my skills, my preparation, or my mindset? This way, I can make changes and avoid repeating the same mistake. I believe that failure is only final if we stop trying.

How can our approach to mistakes and failures affect the way we operate on a personal and professional level?
TRANSCRIPT

Our approach to mistakes and failures shapes how we grow both personally and professionally. If we see failure as something shameful, we might avoid risks, stop improving, or even repeat the same errors. But if we treat mistakes as learning opportunities, we become more adaptable and resilient. For example, in a professional setting, admitting a mistake and fixing it quickly can build trust with colleagues. On a personal level, learning from failures helps us develop confidence and problem-solving skills. In the end, how we handle mistakes determines how much we progress.

Can you remember a time when you learn from your mistake and it really helped you in your work or in private life?
TRANSCRIPT

Yes, I remember a time when I misunderstood an important email from my manager and made the wrong decision on a project. At first, I felt frustrated, but instead of blaming bad communication, I admitted my mistake and asked for clarification. My manager appreciated my honesty, and we fixed the issue quickly. After that, I started double-checking key details and asking questions before acting. This small change helped me avoid similar mistakes in the future and made me more confident in my work. It showed me that learning from mistakes can actually make us better.

part one

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 0:13 How much safer is flying today than in the past?
  • ⌚ 0:33 How many people die of medical errors in the USA?
  • ⌚ 0:49 What’s the key difference between aviation and medical staff as regards their approach to mistakes?
  • ⌚ 0:59 What do doctors fall pray to?
  • ⌚ 1:19 What kind of rationalisation do doctors come up with when there is an error?
  • ⌚ 1:23 What is the mistake some doctors do when they approach mistakes?

part two

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the second part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 1:46 How did the aviation industry destigmatised mistakes?
  • ⌚ 2:15 What examples illustrate this approach?
  • ⌚ 2:38 How does the aviation industry encourage pilots to reveal their mistakes?
  • ⌚ 3:09 Why does Nathan feel confident flying, even after the recent accident?

part three

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the third part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 3:30 What is the first Mistakes Reframe? 
  • ⌚ 3:56 How can we adjust our environment or leverage technology?
  • ⌚ 4:10 What kind of systems should we set up?
  • ⌚ 4:38 How can creating daily starts and end rituals help?
  • ⌚ What are the advantages of seeing mistakes as system errors?

part four

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the fourth part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 4:54 What’s the second Mistake Reframe?
  • ⌚ 4:59 What’s the trap of considering a mistake as a freak event?
  • ⌚ 5:22 What should we assume instead?

part five

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the fifth part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 5:26 What’s the third Mistakes Reframe?
  • ⌚ 5:52 How does the example of a restaurant help us see mistakes as opportunities for growth?
  • ⌚ 6:03 How do many successful people approach mistakes and near misses?

part six

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the last part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • ⌚ 6:19 What is the last Mistakes Reframe?
  • ⌚ 6:57 What pattern did David Beckham remember about in 1998 championship?
  • ⌚ 7:14 What is Micheal Jordan’s quote about?
  • ⌚ 7:28 What do many people think mistakes do to our confidence and are they right?
  • ⌚ 7:39 What is the final piece of advice Nathan gives us as regards mistakes?

POLL

Mistakes and failures are not signs of weakness but opportunities for growth. Black Box Thinking teaches us that learning from errors—like in aviation—can lead to continuous improvement in both our personal and professional lives. Instead of ignoring or hiding mistakes, we should analyze them, refine our approach, and create systems that help us improve.

Cast your vote in the poll that revises some of the points from this lesson.

Which mindset leads to the most growth?
What is one key lesson from Black Box Thinking?
How can organizations benefit from an open approach to failure?
What is the biggest challenge in learning from mistakes?
Do you think a “Black Box” approach could help you improve in your personal or professional life?
0 votes

×
w

DISCUSSION

REFLECTING ON THE MEETING

Here’s a dialogue between Alita and Pete as they drive back to the office, reflecting on their failed client meeting using insights from Black Box Thinking:

Read (role-play) their dialogues.

Alita: Well… that didn’t go as planned. The client wasn’t convinced at all.

Pete: Yeah, I could tell. They kept asking tough questions, and we didn’t have strong answers. I hate to say it, but we lost their trust.

Alita: I know. But let’s think about this the way we learned in the training. Instead of blaming the client or making excuses, we should treat this as a system failure, not a personal one.

Pete: Right, the idea that mistakes aren’t about individual failure but about improving the process. So, what went wrong in our system?

Alita: For one, we weren’t fully prepared for their objections. We assumed they’d be excited about our proposal, but we didn’t think through the risks they’d see.

Pete: Yeah, and we didn’t ask enough questions before jumping into the pitch. We could have spent more time understanding their concerns instead of just presenting our solution.

Alita: Exactly. And remember what the author said? Failures should be analyzed, not ignored. If we treat this as a one-off, we won’t improve. But if we take a “Black Box” approach, we can figure out what needs to change for next time.

Pete: Good point. So, what can we do differently next time?

Alita: First, we need a better system for preparing meetings. Maybe we should list all possible objections in advance and come up with strong responses.

Pete: And instead of assuming we know what the client needs, we should start by asking more questions and listening before we pitch.

Alita: That would help a lot. And we could do a quick debrief after every meeting—just like they do in aviation—to spot mistakes and make adjustments.

Pete: I like that. It turns failure into a learning tool instead of something to be ashamed of.

Alita: Exactly. Failure is only wasted if we don’t learn from it.

Pete: Okay, let’s write this down when we get back. And next time, we’ll be ready.

OVER TO YOU

Discuss the questions below. Refer to the information from the lesson and your own experience.

BulletCan you think of a time when you learned something important from a mistake? What happened?
BulletWhy do some people find it difficult to admit mistakes? How can we make it easier?
BulletWhat do you think is a better approach—hiding mistakes or sharing them? Why?
BulletIn what ways can businesses or schools create a “Black Box” approach to learning from failure?
BulletHow do you usually react when something goes wrong at work or in your personal life? Do you think you could change your approach?

lesson glossary

COMMENTS

Share your views and experience here.

So you want to be an architect – part 1

So you want to be an architect – part 1

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Learn more words

THE BLUE TREE

Business English

CEF B1

CEFR B1

Intermediate

Practise speaking by describing this image

warm up

Answer the questions below. Listen to sample answers. Report back what you heard.

TRANSCRIPT

I would love to visit the Fallingwater House by Frank Lloyd Wright. It’s amazing how the house is built over a waterfall and blends into the natural surroundings. The way Wright used cantilevers and local materials is so inspiring. I think seeing it in person would give me a new perspective on organic architecture.

What is your favorite type of building to design or look at? (e.g., houses, museums, skyscrapers, etc.)
TRANSCRIPT

I really enjoy designing modern residential houses. I love working with open floor plans and large windows that bring in natural light. In my opinion, good residential design should create a balance between aesthetics and functionality. A home should be comfortable but also beautiful to look at.

If you could redesign any famous building, which one would you choose and what would you change?
TRANSCRIPT

I think I would redesign the Pompidou Centre in Paris. It’s a very bold building, but I never liked how the structural elements and mechanical systems are exposed on the outside. If I could change something, I would try to integrate those elements in a way that still feels innovative but maybe a bit more elegant.

TRANSCRIPT

I love using exposed concrete in my designs. It has a raw, industrial look, but at the same time, it can feel warm when combined with wood or soft lighting. It’s also very durable and low-maintenance, which is important for sustainable architecture.

If you could collaborate with any famous architect (past or present), who would it be and why?
TRANSCRIPT

I would love to work with Zaha Hadid. Her designs are so fluid and dynamic, almost like sculptures. I admire how she used parametric design to create forms that seemed impossible to build. I think I could learn a lot from her approach to geometry and space.

part one

KEY LANGUAGE

Go through the flashcards below. Make sure you understand all the words and expressions.

VIDEO

Watch the first part of the video.

COMPREHENSION

Answer these questions. Refer to the information from the video.

  • What are some of the roles an architect can perform besides design?
  • According to the video, what are the three main things that an architect does?
  • How does Wikipedia define the role of an architect?

part two

VIDEO

Watch the second part of the material.

COMPREHENSION 

Answer these questions.

  • What motivates an inventor to create things?
  • What condition needs to be met for a building to be an invention?
  • What is utility in the context of a building?

part three

VIDEO

Watch the third part fo the material.

COMPREHENSION

Answer these questions.

  • What does “to design” mean?
  • Does “designing” apply only to buildings?
  • What happens first: invention or design?

part four

VIDEO

Watch the last part of the video.

COMPREHENSION

Answer these questions.

  • What is the third role of an architect?
  • What does an architect discuss with a client?
  • What is a program in the context of architecture?
  • What are some of the things a program may include?

POLL

Cast your vote in the poll below.

1. Which of the roles of an architect do you find the most appealing?
6 votes

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DISCUSSION

SO YOU WANT TO BE AN ARCHITECT

Jessica and Heather are two architecture interns discussing the three roles of an architect and thier career paths. 

Read (role play) their dialogue.

Alita and Pete

[Scene: A modern architecture studio. Jessica and Heather are sitting at a drafting table, reviewing some sketches.]

Jessica: You know, the more I learn about architecture, the more I realize how much we do. We’re not just designers—we’re inventors and translators too.

Heather: Exactly! I used to think it was all about sketching and designing beautiful buildings, but now I see that every project starts with an idea that doesn’t exist yet. That’s why architects are inventors.

Jessica: Yeah, like Santiago Calatrava—his buildings are so unique, almost futuristic. Look at the City of Arts and Sciences in Valencia! That’s pure invention.

Heather: True! But invention alone isn’t enough. You have to take that idea and actually design something functional. Otherwise, it’s just a concept.

Jessica: That’s why I love Zaha Hadid’s work. Her designs are bold and fluid, but she always found a way to make them work structurally. Like the Heydar Aliyev Center in Baku—it looks almost impossible, but it’s real!

Heather: I admire her too. But for me, the most interesting part is the translator role. Architects take a client’s ideas and turn them into a real space. It’s like solving a puzzle—figuring out the materials, the budget, the regulations, and making it all fit together.

Jessica: That’s why I see myself more as a designer. I love coming up with new shapes, experimenting with light and space. Maybe one day, I’ll design a landmark like the Guggenheim Museum in Bilbao!

Heather: That’s amazing! I think I’m more drawn to the translation part. I like working with clients, understanding their needs, and making their vision a reality. Maybe I’ll focus on urban planning or sustainable architecture.

Jessica: Whatever we choose, I guess we’ll always be a mix of all three—an inventor, a designer, and a translator. You can’t separate them.

Heather: Exactly! Whether you’re creating something new, designing the details, or making a client’s dream come true, it’s all part of being an architect.

Jessica: Well, first, we have to survive this internship… then the real work begins!

Heather: And maybe one day, someone will mention our names when talking about great architects!

[They laugh and continue working on their sketches.]

DISCUSSION QUESTIONS

Discuss the questions below. Refer to the information from the video and your own life experience.

BulletHow do you think architecture influences the way people live and interact with their environment? Can you give examples of buildings or urban spaces that shape behavior?
BulletWhich of the three roles—inventor, designer, or translator—do you find most interesting or challenging? Why?
BulletDo you think architects should focus more on aesthetics or functionality? Or is it always a balance? Can you think of a building that successfully combines both?
BulletHow has modern technology changed the role of an architect? What tools or innovations do you think will shape the future of architecture?
BulletIf you had unlimited resources and no restrictions, what kind of building or space would you design, and why?

FREE PRACTICE

What does being an architect mean for you?

Write your answer in the comments below or send it to your teacher.

LESSON GLOSSARY

Check out the language from this lesson.

COMMENTS

Share your views and opinions here.

Leverage Points – How to get unstuck in work and life – Dan Heath

Leverage Points – How to get unstuck in work and life – Dan Heath

Sorry, but lessons on The Blue Tree work only on a computer or a tablet.

Bardzo mi przykro, ale lekcje na platformie The Blue Tree działają jedynie na komputerze lub tablecie.

Do zobaczenia na większym ekranie 🙂

Zespół The Blue Tree

Leverage Points – How to get unstuck in work and life – Dan Heath
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THE BLUE TREE

Personal
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CEF B1

CEFR C1

Advanced

Practise speaking by describing this image

warm up

Answer the questions below. Then listen to the model answers and think how you could improve yours.

Think about something in your work or life that you would like to work better or more smoothly. What is it?
TRANSCRIPT

I’d like my mornings to be smoother. Even when I wake up early, I often feel rushed. One leverage point could be preparing the night before—choosing my clothes, packing my bag, and planning breakfast. Another is avoiding my phone in the morning, which helps me stay focused. I’ve noticed that on the days I follow these steps, my mornings feel calmer. If I make these habits consistent, I think I can start each day with less stress.

Is there was one thing you could improve about your work flow, what would it be? How would this improvement affect your results at work?
TRANSCRIPT

If I could improve one thing about my workflow, it would be reducing distractions. I often start a task, but then emails, messages, or sudden requests pull me away. A simple leverage point could be setting focused work periods—turning off notifications and blocking time for deep work. If I did this consistently, I’d finish tasks faster and with better quality. It would also reduce the stress of constantly switching between tasks.

What is the biggest constraint hindering the performance of your team, department or a company?
TRANSCRIPT

The biggest constraint in our team is the constant change of strategy. Just when we start making progress on one approach, leadership shifts direction, and we have to start over. This creates confusion, slows us down, and makes it hard to build momentum. A key leverage point would be committing to a strategy for a set period before evaluating results. If we had more stability, we could focus on execution rather than always adjusting to new plans.

part one

BRIGHT SPOTS: FINDING WHAT WORKS

When we face challenges, we often focus on what’s wrong. But what if the best way to improve is to study what’s already working? This idea, known as Bright Spots, means identifying successful moments and learning from them. Instead of fixing problems from scratch, we can replicate and expand what’s already effective.

In the following dialogue, Alita and Pete discuss how focusing on Bright Spots can help a team improve performance. Read and think about how this approach could apply to your own work or life.

Alita: Hey Pete, have you had a chance to listen to that podcast with Dan Heath about getting unstuck?

Pete: Yeah, Alita, I did! It was really interesting, especially the part about focusing on bright spots. It got me thinking about our team’s challenges.

Alita: Me too! The idea of studying what’s already working, instead of just dwelling on problems, seems so much more productive.

Pete: Exactly! I mean, think about the last project we had. We spent ages dissecting what went wrong. What if we’d spent that time figuring out what aspects did go well and how we could replicate them?

Alita: That’s what Dan Heath and his brother Chip were saying. Find out what makes your most satisfied employees happy. Try to replicate it for everyone.

Pete: It’s like that example in the podcast about families. Instead of always focusing on the bickering, try to understand when the kids are getting along and what’s causing that positive behaviour.

Alita: Right. Spot the good moments. It’s not about ignoring the problems, but shifting the focus.

Pete: I tried this at home the other day. My son is a very messy kid and he never puts away his toys. Instead of yelling at him, I asked myself, When does this not happen?

Alita: And what did you figure out?

Pete: Well, he likes to put away his cars into his car-shaped toy organizer. So I figured, if he likes parking his cars there, maybe he would like to “park” his other toys in similar containers. So I bought him a spaceship-shaped container for his action figures, and a treasure chest for his pirate toys. Now he likes tidying up.

Alita: That’s a great story. It’s like that therapist, John J. Murphy, in the podcast, who focused on the mornings when the mother wasn’t yelling at her daughter.

Pete: Precisely! They looked for solutions, instead of dwelling on the problems. It’s a small shift, but it can make a big difference.

Alita: So, how could we apply this ‘bright spots’ idea to our team?

Pete: I was thinking about Sarah. She always seems to hit her deadlines and her clients seem happy. Maybe we could shadow her for a day, see what her work habits are, and then share those insights with the rest of the team.

Alita: That’s a great idea! Instead of assuming we know why she’s successful, we actually go and see the work, as Dan Heath would say.

Pete: Exactly! And maybe we could also do a quick survey, asking everyone what aspects of their work they genuinely enjoy and feel they excel at.

Alita: And then we look for common threads, things we can amplify across the team. It’s about creating a positive feedback loop, instead of constantly firefighting.

Pete: I agree. Let’s propose this to the team lead. Focusing on bright spots could be a real game-changer for us.

Alita: Definitely. It’s about designing a system for success, instead of accepting that things are just “the way they are”.

COMPREHENSION

Answer these questions about Bright Spots.

BulletWhy is focusing on bright spots more effective than just analyzing problems?
BulletHow did Pete use the bright spots approach to help his son clean up his toys?
BulletHow can identifying bright spots improve teamwork and workplace performance?

part two

CONSIDER THE GOAL OF A GOAL

Sometimes, we get so focused on achieving a specific target that we forget why we set it in the first place. This concept, “the goal of the goal,” helps us step back and ask: What are we really trying to accomplish?

Chasing numbers—like higher sales, more followers, or perfect ratings—can lead us to lose sight of the bigger purpose. Instead of blindly following metrics, we should ensure they align with real success.

In the next dialogue, Kat and Sven explore how asking the right questions can help teams avoid “goal lock” and make more meaningful progress.

Kat: Morning, Sven! Did you manage to listen to more of that podcast with Dan Heath?

Sven: I did, Kat! I was really struck by the section on “consider the goal of the goal.” It feels incredibly relevant to some of the issues we’ve been having with our marketing campaigns.

Kat: Absolutely! It’s so easy to get fixated on metrics and targets without really thinking about the bigger picture, isn’t it?

Sven: Precisely! We focus on the immediate goal and we miss what we are really trying to achieve. Think about our social media strategy. We’re constantly pushing for more followers and higher engagement rates.

Kat: Yes, the goal is to get more followers. But are those metrics actually translating into increased sales or brand loyalty? Are we really getting anything from it?

Sven: That’s exactly my point! We need to ask ourselves, “What’s the goal of the goal?” In this case, the real goal isn’t just to amass followers, but to build a community of engaged customers who ultimately purchase our products.

Kat: So, how do we shift our focus?

Sven: Well, instead of solely chasing follower counts, we could prioritise creating higher-quality content that resonates more deeply with our target audience. Content that offers value, sparks conversations, and builds trust.

Kat: That makes sense. It’s about quality over quantity. Like the example in the podcast about customer surveys at the car dealership.

Sven: Exactly! The dealership was so focused on getting perfect scores on the surveys that they forgot about the real goal: ensuring customer satisfaction and building long-term relationships1.

Kat: It reminds me of Father Richard Rohr’s question from the podcast: “What are we really doing when we are doing what we are doing?”

Sven: Very insightful! I think we can use that in a lot of situations. Think of our new “Wellness Initiative”. The purpose is fellowship, but are we truly enriching people’s lives or are we just “talking about dumb stuff with this dumb program”?

Kat: So how do you think that applies to our work?

Sven: We could also re-evaluate our performance metrics. Instead of just tracking website traffic, we could focus on metrics that indicate genuine customer engagement, such as time spent on site, number of repeat visits, and conversion rates.

Kat: And perhaps solicit more qualitative feedback from our customers through surveys or focus groups to really understand their needs and preferences.

Sven: Precisely! It’s about using the data to inform our strategy, not to dictate it. The numbers should be a tool, not the master.

Kat: I also think that it is important that we are open to changing our initial goal.

Sven: Yes, being aware of “goal lock”. Maybe our original plan is not the best one and we can achieve our aim in a better way.

Kat: Okay, shall we propose this shift in perspective to the marketing director?

Sven: Absolutely. By focusing on the “goal of the goal,” we can create more meaningful campaigns that drive real results, rather than just chasing vanity metrics.

COMPREHENSION

Answer these questions about Bright Spots.

BulletWhy is it important to consider the “goal of the goal” instead of just focusing on the initial target?
BulletWhat example from the dialogue shows how a company lost sight of its real objective by focusing too much on a specific metric?
BulletHow can asking “What are we really trying to achieve?” help prevent ineffective strategies?

part three

GO AND SEE THE WORK

Many decisions in organizations are made based on reports, assumptions, or second-hand information. But to truly understand a problem, you need to see it firsthand. This idea, “Go and See the Work,” encourages leaders to step away from their desks and observe what’s really happening.

By doing this, they can uncover hidden inefficiencies, spot opportunities for improvement, and make better decisions. Instead of relying on distant metrics, they gain real insight into the challenges and successes of their team.

In the next dialogue, Liam and Aisha discuss how this approach can help solve workplace issues and create lasting improvements.

Liam: Aisha, have you had a chance to think about how we can apply some of those ideas from the Dan Heath podcast? I was particularly interested in the “go and see the work” part.

Aisha: Yes, Liam, that resonated with me too. It’s about getting a real understanding of what’s actually happening, instead of relying on reports and second-hand information.

Liam: Exactly! It’s so easy to be distant from the actual work product. I mean, think about the new software implementation. We’ve been getting updates from the project manager, but have we actually seen how it’s affecting people on the ground?

Aisha: No, we haven’t. We’re managing by reports and memos, instead of seeing reality. We’re hearing about deadlines being met, but not about the struggles people might be facing to meet them.

Liam: It reminds me of the corrugated box factory story in the podcast. The owner discovered a wasteful practice just by walking the factory floor and observing what was happening.

Aisha: It’s like the factory owner was embarassed by what he found.

Liam: Right. The podcast mentioned if you aren’t embarrassed by what you find when you go and see the work, you probably aren’t looking closely enough.

Aisha: So, how do we apply this “go and see the work” principle to our situation?

Liam: Well, we could spend a day shadowing some of the team members who are using the new software. See how it’s impacting their workflow, what challenges they’re encountering, and what workarounds they’ve developed.

Aisha: That’s a great idea! It’s like the vice principal who shadowed a ninth-grader to understand their experience of the school day. You can’t really know what’s going on until you immerse yourself in their world.

Liam: And it’s not just about looking for problems. It’s also about identifying potential bright spots. Maybe some team members have found innovative ways to use the software that we can share with others.

Aisha: True. Find out what makes your most satisfied employees happy. Try to replicate it for everyone.

Liam: We might think, how could we not know what’s going on with the software, but that’s not fair. The stuff that gets to our desk is plenty to fill up our day.

Aisha: It takes an unnatural act to make that possible.

Liam: Exactly! Also, I think it’s important that we approach this with a sense of humility and curiosity. It’s not about judging or criticising, but about understanding and learning.

Aisha: Agreed. And it’s important to ask the people on the front lines if we want to know how to fix the problem.

Liam: So, should we propose this to the team lead? Suggest that we dedicate some time to “go and see the work” and get a better understanding of the challenges and opportunities with the new software?

Aisha: Absolutely. It could be a real eye-opener and help us identify leverage points for improvement. It’s far more effective than just sitting in our office and looking at spreadsheets.

COMPREHENSION

Answer these questions about “Go and See the Work” levarage.

BulletWhy is it not enough to rely on reports and second-hand information when solving workplace problems?
BulletWhat example from the dialogue shows how observing work firsthand can reveal hidden inefficiencies?
BulletHow can the “Go and See the Work” approach improve decision-making in a company?

part four

Constraints: Identifying What Holds You Back

Every system has a constraint—something that limits performance or slows progress. Instead of trying to fix everything at once, a smarter approach is to identify the biggest bottleneck and focus on removing it. When you solve the key constraint, everything else can improve.

Great problem-solvers don’t fight constraints; they work with them. By understanding what truly limits progress, they can make small, targeted changes that lead to big results.

In the next dialogue, Chloe and Ben discuss how recognizing and managing constraints can help teams work more efficiently.

Chloe: Ben, I was wondering if we could talk about how to apply more of the ideas from that Dan Heath podcast. The section about constraints really caught my attention.

Ben: Hi Chloe. Yes, I remember that part. It’s about identifying the bottlenecks that are holding us back. It made me think about our project timelines.

Chloe: Exactly! Constraints are the things that are limiting factors. We’re constantly missing deadlines, and I suspect there’s a key constraint we’re not addressing.

Ben: So, where do we start?

Chloe: Well, the podcast used Chick-fil-A’s drive-thru as a brilliant example. They’re masters at managing constraints. They identified the menu board as a constraint and eliminated it by having employees take orders on iPads in the parking lot.

Ben: That’s a great example of thinking outside the box. So, what’s our menu board? What’s the most obvious constraint in our project process?

Chloe: I think it’s the approval process. Projects often get stuck waiting for sign-off from various stakeholders.

Ben: Yes, that’s a huge bottleneck. Things can sit in someone’s inbox for days, even weeks. So how do we eliminate that constraint? Do we get rid of approvals altogether?

Chloe: Not necessarily eliminate, but rethink the process. Maybe we can implement a system where approvals are automated for certain types of tasks or projects.

Ben: Or perhaps we could delegate approval authority to team leads for smaller decisions, freeing up senior management to focus on the bigger picture.

Chloe: Exactly. It’s about streamlining the process and removing the bottleneck. But the podcast also mentioned that when you eliminate one constraint, another one pops up.

Ben: True. So, if we speed up the approval process, what’s the next likely bottleneck?

Chloe: Probably resource allocation. If projects get approved faster, we might not have enough people or equipment to handle the increased workload.

Ben: Okay, so we need to anticipate that and have a plan in place to address it. Maybe we can cross-train team members so they can handle different tasks, or invest in additional equipment.

Chloe: It’s important to remember that you always have a constraint. The idea is to identify it and eliminate it. Then find the next one.

Ben: It’s a continuous process of improvement. Like in the podcast, Tony Fernandez had a very disciplined approach to fast food flow. He chased one constraint at a time.

Chloe: Exactly! And the goal is to improve our system by eliminating the number one thing holding us back.

Ben: Should we propose a “constraint identification” meeting to the project team? We can brainstorm potential bottlenecks and come up with solutions to address them.

Chloe: Definitely. By focusing on constraints, we can unlock significant improvements in our project timelines and overall efficiency. It’s about finding that leverage point where a little bit of effort yields disproportionate returns.

COMPREHENSION

Answer these questions about “Constraints” levarage.

BulletWhat is a constraint, and why is it important to identify the biggest one first?
BulletHow did Chick-fil-A use constraint management to improve its drive-thru service?
BulletWhy does solving one constraint often lead to another appearing, and how should teams handle this?

part five

Restacking Resources: Using What You Have More Effectively

Improvement isn’t always about doing more—it’s about rearranging what you already have. Instead of simply adding new tasks, successful teams shift their focus and redistribute time, energy, and resources to what truly matters.

By letting go of less important activities, they create space for what drives real progress. The key is not to add but to replace.

In the next dialogue, Alice and James explore how restacking resources can boost efficiency without overwhelming the team.

Alice: James, I’ve been thinking about how we can apply the “restacking resources” idea from that podcast to improve our team’s performance.

James: Alice! That’s interesting. As I recall, restacking resources is about how to find fuel to push on the leverage point. Can you explain that a bit more?

Alice: Of course. Restacking resources is a way to find some fuel and it means that change is not about and, it’s instead of. Instead of adding one more thing to our employees, we have to replace a task.

James: Right, it’s about reconfiguring what we already have, rather than just adding more to everyone’s plate. So, how do we identify what to “restack?”

Alice: Well, the podcast mentioned that a lot of times, especially in organisations, when people start talking about change, it’s like one more thing to add to the pile. It’s like we’re going to do everything we did yesterday and this new thing that the boss is excited about.

James: So how can we apply this to our team?

Alice: Maybe we can re-evaluate our current projects and identify tasks that are no longer a priority or that could be delegated or automated.

James: That makes sense. If something has become a priority, we want to push toward that new priority, we’ve got to give somewhere else.

Alice: Exactly. We need to “steal from the over-coddled and give to the under-coddled”. Take resources from less important tasks and allocate them to the areas where they’ll have the biggest impact.

James: Okay, so practically, we should identify the people who are more and less precious to us. It’s those people who are most precious to us that deserve more of our time and energy.

Alice: And wouldn’t it be smarter to kind of steal from the over-coddled people to give more availability to the people we care most about?“.

James: Do you think it would be helpful to hold a team meeting to brainstorm these ideas?

Alice: Yes. That way everyone can propose what they think their priorities are and what tasks can be deprioritised.

James: Good plan. Hopefully we can boost the team’s productivity and not add stress by applying the restacking resources idea.

COMPREHENSION

Answer these questions about “Restacking Resources” levarage.

BulletWhy is restacking resources more effective than simply adding new tasks?
BulletWhat does the phrase “change is not about ‘and,’ it’s ‘instead of’” mean in the context of improving efficiency?
BulletHow can shifting resources from low-priority tasks to high-impact areas benefit a team or organization?

part six

Bursts: Working Smarter, Not Just Harder

Big projects often drag on because work is scattered over long periods. Instead of making slow, incremental progress, a more effective approach is to concentrate effort into short, intense bursts of focused work.

By dedicating uninterrupted time to a single priority, teams can build momentum, see quick results, and stay motivated. This method isn’t about working more—it’s about working with greater intensity for a short time to unlock real progress.

In the next dialogue, Rowan and Harper discuss how using bursts can help teams get unstuck and achieve faster, more meaningful results.

Rowan: Harper, I’ve been looking into more of Dan Heath’s ideas and I’m intrigued by this concept of “bursts”.

Harper: Hey Rowan! Right, I remember that. Bursts are focused outputs of energy, right?

Rowan: Precisely. The podcast mentioned that a burst is a focused output of energy, different from the standard way of working hard. How do you think that applies to our team?

Harper: Well, I guess it’s about working denser, not necessarily harder. The podcast suggested that if you can work on some new priority for 30 focused hours on that priority in one week, that’s probably going to be the equivalent of 100 hours that you scattered and fragmented across six months.

Rowan: Exactly. It’s better to push hard in a concentrated way, in a collaborative way all at once, maybe leaving other things on the wayside, to focus on the new priority.

Harper: So, instead of spreading our efforts thinly across multiple projects, we concentrate on one key area for a short, intense period?

Rowan: Exactly! Think about that website redesign we’ve been putting off. Instead of squeezing in a few hours each week, what if we dedicated a week to it?

Harper: A whole week? That would mean putting other tasks on hold.

Rowan: Yes, but the idea is to create momentum and see real progress. The podcast even referenced the psychological impact; you actually start seeing some progress.

Harper: I see what you mean. It’s like pushing up a stuck window; the initial effort is the hardest, but once it starts moving, it becomes easier.

Rowan: Exactly! It creates a flywheel of motivation. Plus, Scrum uses sprints, which is basically a burst.

Harper: So what would a “burst” look like in practice for the website redesign?

Rowan: We’d start with planning, schedule an intense amount of activity, and clear our calendars, get in the same room to work on the same problem. We would need to:

  • Define clear goals: What do we want to achieve during the week?
  • Schedule dedicated time: Block out the entire week for focused work.
  • Collaborate intensely: Work together in the same space to solve problems quickly.
  • Limit distractions: Minimise meetings and other interruptions.

Harper: Okay, that sounds intense, but also potentially very effective. It’s an antidote to how mind-numbing it can be to get something changed because you’re working through meetings and then to align calendars. So a burst helps to counter this?

Rowan: Yes, that’s right. A burst is the antidote.

Harper: Do you think it would be worth trying a “burst” approach for the website redesign?

Rowan: Absolutely. It could be a game-changer. If we can clear our calendars and get in the same room to work on the same problem, boy does it pay off down the road.

Harper: Okay, I’m convinced. Let’s propose it to the team lead and see if we can make it happen. It’s about doing the work, not just talking about it.

COMPREHENSION

Answer these questions about “Burst” levarage.

BulletHow does working in short, intense bursts differ from spreading work over a long period?
BulletWhy can bursts of focused work lead to better motivation and quicker results?
BulletWhat steps can a team take to implement the burst method effectively?

POLL

Cast your vote in the poll below.

Which of these leverage points do you find the most effective in your circumstances?
1 vote

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Check out this mind map based on the podcast by artofmanliness (1053) where Brad talks to Dan about these levelrage points. 

The original podcast is here.

lesson glossary

COMMENTS

Share your views and experience here.