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Emergent design and wicked problems

Top down approaches are liable to fail because enterprise IT displays many of the characteristics of wicked problems. In particular, organization-wide IT initiatives:

Are one-shot operations – for example, an ERP system is simply too expensive to implement over and over again.
Have no stopping rule – enterprise IT systems are never completely done; there are always things to be fixed and additional features to be implemented.
Are highly contentious – whether or not an initiative is good, or even necessary, depends on who you ask.

Increasing behaviour change levels

To modify behaviour, you can pull levers at different levels:
• direct: tell people to do it
• incent: provide a reward for doing it and/or a negative consequence for not doing it
• influence: provide an environment that encourages doing it
• persuade: convince people to do it
• evangelise: change their attitudes and beliefs

…in increasing order of difficulty, time, and effectiveness.

Fogg behaviour model
Fogg Behavior Model states that three things need to come together in order for a behavior to occur:

Trigger (a cue)


the “Six Elements of Simplicity” (or Ability):

Physical Effort
Brain Cycles (Mental Effort)
Social Deviance

How to Be More Persuasive and Change Someone's Mind

Contrary to what you might think, providing evidence just isn't the right way to be more persuasive.

People tend make decisions emotionally and only then evaluate the evidence. Once they've made a decision, people tend to either disbelieve contrary evidence or mentally manipulate the evidence so that it supports their decision.

In other words, when people are wrong about something, the more evidence you present that they're are wrong, the less likely they are to change their minds.

1. Agree with them.

2. Reframe the problem.

3. Introduce a new solution.

First followers

Official transcript at

Business Motivation model

From the Object Management Group (great acronym: OMG)

Business Motivation model

Innovation radar

the 12 vectors of innovation

Non violent communication

factual observations not thoughts/interpretations
true feelings not judgements
universal needs not strategies
action requests not demands

feelings should relate to a need
lead with the need
requests are strategies to meet need

when you... i feel.. would you...


From David Rock:
Two themes are emerging from social neuroscience. Firstly, that much of our motivation driving social behavior is governed by an overarching organizing principle of minimizing threat and maximizing reward (Gordon, 2000). Secondly, that several domains of social experience draw upon the same brain networks to maximize reward and minimize threat as the brain networks used for primary survival needs (Lieberman and Eisenberger, 2008). In other words, social needs are treated in much the same way in the brain as the need for food and water.