Keynote Myths and Patterns of Organizational Change
summary
Claims that people are rational and that good ideas sell themselves are false: behavioral economics (Kahneman, Ariely) shows decisions are predictably irrational and often rationalized after the fact. Change works via small experiments and agile cycles (continuous delivery, pair programming), not edicts. Food and personal thanks measurably shift votes and cooperation. Adoption follows innovators 2.5% and early adopters 13.5% before a one‑third early majority; the 777 project moved from Pascal to Ada as an example of enforced change that ultimately ships. Use baby steps, personal touch, champion skeptic, ask for help.
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chapters (26)
- 0:00Intro
- 3:44What are patterns
- 4:38How did you move from being a technical person
- 6:49Giveaway
- 7:15Jeff Patent
- 7:43Myth 1 Smart People
- 9:44Behavioral Economics
- 14:23Patterns
- 16:24Failure
- 17:01Good and Bad Ideas
- 19:15Gelato
- 22:47Marias Rule
- 24:17Research Data
- 27:46Habits of Highly Effective People
- 28:35Personal Touch
- 29:55People Respond to Change
- 34:52Why Change
- 35:45Labeling
- 36:42Fear Less
- 38:02Listen
- 38:30Champion Skeptic
- 39:58Im Smart
- 40:26Ask for Help
- 41:06We Almost Didnt
- 41:21Thanking People
- 42:21Thank You
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