Changing minds, you can, but should you?
summary
Argues that more influence is not always better and proposes an ethical spectrum that places coercion at one end and co‑design at the other, with ADKAR and framing techniques plotted left of codesign. Offers practical checks used in government work: a positionality reflection, an equity pause and a co‑design quick test, plus decision‑tracking to reveal bias. Notes there is little hard research linking ethical cultures to business outcomes, and reports using equity pauses successfully in live projects.
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chapters (32)
- 0:00Introduction
- 1:40Who am I
- 2:53How much to influence
- 5:10Chatbots
- 7:13Ethical culture
- 9:17Moral philosophy
- 9:30utilitarianism
- 10:32the two dominant philosophies
- 10:59the world used to be utilitarian
- 12:15the downside of utilitarianism
- 12:36power and ethics
- 13:52loss of connection
- 14:16How do we stay ethical
- 15:00A watch word
- 16:02The spectrum
- 17:05Design
- 17:42CoDesign
- 18:52What Congress wants
- 19:17Change Management Frameworks
- 21:45Desire
- 22:05Openness
- 25:16Framing
- 25:27Framing Privileges
- 28:11Leadership Training
- 29:09Co Design
- 32:19Error Bars
- 33:28Pivoting
- 34:04Positionality reflection
- 36:44NE Equity Paw
- 38:51Decision Tracking
- 40:24Extracurriculars
- 41:39Ethics
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