By Zikica Milosevi'c
Films like “Hackers” from the 1990s showed the planet, inside a somewhat na”ive way, that software engineers are individuals who don't tolerate harsh discipline, who never grow up and who require creativity to create a discovery. All this often happens through playing, socializing and innovation by way of atypical discipline, or rather on the verge of disorder.
In fact, what matters in the IT business is performance. Performance metrics are often very strict, especially when you are looking at coding. However, many artists have said that IT people are probably the most much like artists. The inspiration for a revolutionary solution which will surpass the competition may come suddenly, and found from the workplace. Once the performance metrics are executed, we conclude that the solution is excellent. Thinking away from box has become a mantra of contemporary business, which is especially felt in creative business, like the IT, as depicted in the comedy “The Internship” (2013).
ere are some successful tactics. One of them is big companies having game rooms. When a developer becomes sick and tired of the work, they are able to visit a game room, have some fun or simply plump themselves down on lazy bags, play pool or pinball machines or regardless of the particular rec room has. This enables developers to reset and continue working more creatively, without having to constantly stare at the computer. This also builds security and self-confidence inside the group.
The concept of psychological safety was common to all successful groups at Google. That is, in every group each participant is free to contribute equally (in whatever way works the very best for the team) and every person is responsive to others' feelings. Freedom and adaptability is one of Google's mottos, and it has prevalence within the company's strategy. It's, actually, the company’s strategy. Job applications to operate at Google have been demonstrated to number 2.5 million annually. The organization believes that the positive environment will attract talent and instil loyalty – an approach that's born from the competitive Silicon Valley setting of its headquarters. Also, reorganizations are avoided as 50% of employees never understand why reorganization is essential. Passion projects are important; not everything has to be a pre-set paid goal and task. Google allows its employees to invest 20% of their time working together on passion projects they believe would benefit Google. The introduction of Google News and Gmail are a couple of types of successful projects that emerged from that 20%.
