Debugging Teams is the second edition of Team Geek, rewritten to apply to a more general audience but still fundamentally the same material. It has a variety of fun and interesting anecdotes from the authors’ time running teams at Apple and Google as well as organizing a major open source project. There is some pragmatic advice about how to work within an organization as well as lead a team. Most of the book is directed towards a team leader, not a leader of a department, as would be expected by the title.
I feel as though the rewrite doesn’t make it apply to a general audience sufficiently enough. I felt that the rewrite does get away from the idea of running a software team, but doesn’t fully bring it to the any team perspective. The rewrite does get to the level of a team that works like a software team where you can iteratively deliver value. You couldn’t use much of the advice to run a lot of other professional work where a report/result of knowledge work is delivered then you move onto another project. Some of the specific advice would still apply in these scenarios but it doesn’t work in the general management sense.
Overall it’s a fun read, but didn’t hit the target they were aiming for. It is valuable advice for someone who is running a software-like team. It still focuses on the basic practices of what to do as a leader, but doesn’t go enough into the how for me. I know I don’t personally run a team because I don’t enjoy some of the required aspects of project management, but I do really appreciate the skills and abilities required to do it well.