Who do You Trust - Beware of Your Brain
summary
Claims there are no controlled balanced experiments comparing agile processes to alternatives and that most process decisions rest on anecdotes and persuasive stories. Argues agile might function like a placebo—teams feel better without measurable causal effect—and points out common interventions like team‑building in the woods often fail. Notes persistent stereotyping between development, test and business and urges measuring real outcomes instead of trusting feel‑good narratives.
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