A RESEARCH PAPER ON TIGER WOODS SAGA

A Research Paper On Tiger Woods Saga

A Research Paper On Tiger Woods Saga

On December 30, 1975, Eldrick T. Woods was born in southern California. To a retired U.S. army lieutenant, by then name of Early Woods, Earl's wife, Kaltida, a native from the country of Thailand. The nickname, Tiger, was given to Eldrick after on e of Earl's friends, Vuong Dang Phong, a Vietnamese solider that died in the war. Young Tiger Woods at the age of six months, watches his father hitting and swinging golf balls in their backyard, in California, and decides to imitate his swing and he hits the golf ball. In 1978, when Tiger was two years old, he appears on the Mike Douglas Show. The Nissan Open has always been a special tournament for Woods, who grew up in Southern California.

The Nissan Open was his first PGA Tour event when he played it as a 16-year-old amateur. It is also the only tournament Woods has played at least four times as a professional without winning. Adopting agile, however, requires not tension, but slack[4]. I mean psychological slack, emotional slack, resource slack, time slack, and financial slack. Under stress, one's capacity to change shrinks. A person living paycheck to paycheck may find taking career risks difficult. He or she cannot risk the chance that transitioning to agile will bring about job loss. It's hard to try things that might fail when so many people are really anxious about their security. Who will announce during a standup meeting that a task is taking longer than expected because they don't know how to do something? Who will report that the key impediment to successful agile adoption is their boss's ignorance of agile? In a recent interview[5], David Chilcott of Outformations noted that there are three topics that are difficult to discuss in the workplace: sex, money, and power. When it comes to money, Chilcott says, the people at Outformations have open discussions about how much each person should be paid. These discussions can be emotionally difficult. (What? I'm not worth $150 an hour?) Yet in the end, people at Outformations know how much everyone else is paid and why. Difficult or not, these discussions eliminate a key impediment people experience when working together on a team. In a large corporation, talking about pay is usually impossible because it's often specifically prohibited by the human resources department. As a result, people feeling anxious about finances cannot discuss this impediment openly. On an agile team, this could lead to a loss of transparency and confusion about why velocity is not as high as it might be. How might this problem be addressed? I do not have a good answer. Maybe a first step is for large organizations to confront the fact that they are not going to transition to agility quickly. Certain parts of the organization and some teams may be agile and the organization as a whole may be said to be agile ...