Nudging The concept of nudging is influencing a decision by contributing your own viewpoint to the discussion. For example, you may be involved in a discussion about whether to build or buy some particular software, and you make it clear how you feel about the situation. You are not the decision-maker, but you can influence the decision. Like decision-making, nudging can occur for decisions of all sizes. You may put your viewpoint across about whether to book a meeting immediately or tomorrow, or equally state your case in a discussion as to whether to open an office in the United Kingdom or abroad. Try to view your daily interactions through the lens of nudging, and you'll soon see that there are ample opportunities to broaden your influence on the organization, thus increasing your output as a manager.

You may find that your preconceptions about some of your staff could be completely wrong: maybe Bob was underperforming recently because he needs more variety, but you thought it was best for him to stick with what he knows. That was wrong! Maybe Alice is happiest when she can stay inside her comfort zone, and the new challenge you gave her is uncomfortable rather than exciting.

Bazaar Browsers • To avoid stagnation. Unlike the cathedral constructors, the bazaar browsers find working on the same area for a long time a sign of stagnation rather than mastery. Ensure that you're talking with them about how they feel, and give them opportunities to switch up what they're doing as time goes on. • To even move around teams. If your team is unable to keep a bazaar browser motivated, then why not consider loaning them out to another team for a short while? They'll get to do something new and fun and bring back knowledge. You could even take on a bazaar browser in return to inject some new energy into your team.

Bazaar Browsers The bazaar browser wishes to sample the sights and sounds of as much as possible. They want excitement, variety, chaos, and change. This is where they thrive and grow. You need to be able to offer them the following opportunities: • To get as much newness as possible. Is there a new project coming up? Your bazaar browsers want to sample new challenges, domains, products, and technologies as much as possible. Put whatever new thing you have in front of them first. • To build and throw away. Are you about to go through a phase of quick prototyping and iteration? Are you going to be experimenting with some new technology? Your bazaar browsers love this. Send it their way.

Cathedral Constructors • To go deep, not wide. Your cathedral constructors relish in thorough knowledge. Is there an opportunity for them to contribute back to open source projects that they are an expert in? Are they able to purposefully stay away from newness in order to practice deep mastery? • To show others their own ways. Those that become experts also benefit (and often relish) in teaching others what they know. Ensure that your cathedral constructors have the opportunities for mentoring. • To revel in the detail. Try to keep incomplete knowledge or politics away from your cathedral constructors so they can focus on the small details. Let them be in their happy place.

Cathedral Constructors Your cathedral constructors yearn for focus, stability, purism, and crafts-manship. As a manager, you need to be able to offer them the following opportunities: • To become subject-matter experts. Is there the opportunity for them to build and contribute to a core area of the technology stack? Can they be given ownership over it in such a way that lets them become the most knowledgeable in the company about that particular part? • To be a cornerstone of the team. Is there an opportunity for them to become the individual that their teammates seek advice from when approaching something new? Are they able to provide the scaffolding that new functionality is built on top of?