How it goes to heck in a handbasket
summary
Exploring an unhappy path and arguing for using the Swedish lagom idea as an operational lens, the presenter shows concrete tools: a work-in-process limits experiment in JIRA, a downloadable log on discovery canvas, and metrics to measure throughput, cycle time, bugs and team satisfaction. Demonstrates the inattentional blindness demo (answer 13 passes) and a Kanban hypothesis: reduce WIP from 30 to 20 then to 15, review monthly, then tweak until the balance — neither too much nor too little — holds.
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chapters (15)
- 0:00Start
- 0:50The Lagann Paradox
- 5:23Inattentional Blindness
- 6:12Awareness Test
- 9:50The Art of Action
- 10:02The Knowledge Gap
- 11:14The Alignment Gap
- 18:12Difference between Complacency and Contentment
- 18:40Binary Thinking
- 20:05Spectrum Thinking
- 24:51Context Matters
- 32:46Ideal Outcomes
- 35:44Slow Delivery
- 42:19So Now We Need Now that We Know How We Did We'Re on the Right Track That We'Re Not Quite There We Want To Think about the Last Part in this Scientific Cycle Which Is Pdf / a or the Deming Cycle It's Do We Want To Tweak the Hypothesis or Tweak the Plan and Keep Moving or Create a Brand New Hypothesis We'Ve Disproven this One and It Doesn't Work for this We'Re Deciding Well We'Re GonNa Adjust the Whip Limit Down to 15 because We Know if Our Sweet Spot Is Really 20 We Need To Reduce It To Allow those Stop the Lines To Fill the Rest of the Gap
- 45:25Okay with Taking Away from that Perfection a Little Bit in One Area of We'Ve Achieved Something Really Awesome but We Have Over Optimized for Ourself and We Need To Make the Whole Better I Think this Is a Good Way for Me To Justify Why that Is a Good Thing so Peter Drucker Drucker's Law Says You Will Achieve the Greatest Results in Business and Career if You Drop the Word Achievement from Your Vocabulary and Replace It with Contribution So When We'Re in a Large System When We'Re in a Transformation We Are Focusing on Individual Achievement
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