Once Upon a Time in Agile
summary
Central claim: reorganizing people is often what prevents teams from changing. Uses the diffusion of innovations numbers 2.5% innovators, 13.5% early adopters, 34% early and 34% late majority, 16% laggards to explain fear of change. Shows a modest tool that works: a simple workboard — cards, three columns, magnets and avatars — and one small experiment, splitting Done into Not Demoed/Demoed, which increases ownership and improves demos. Contrasts frantic consulting-driven restructuring with aiming for contextual alignment between a team’s structure and its changing context.
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chapters (9)
- 0:00Start
- 9:52Respond To Change
- 11:01The Diffusion of Innovations Theory
- 17:25How Do We Guide Teams towards Positive Change
- 23:18Structure and Context of a Team
- 26:10Metal Fatigue
- 28:42Self-Awareness
- 29:28Cognitive Dissonance
- 42:04The Detroit Museum of Contemporary Art
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