a "theory of everything" ("the living Totality of matter, body, mind, soul, and spirit"),[non-primary source needed] trying "to draw together an already existing number of separate paradigms into an interrelated network of approaches that are mutually enriching."
AQAL, pronounced "ah-qwul", is the basic framework of Integral Theory. It suggests that all human knowledge and experience can be placed in a four-quadrant grid, along the axes of "interior-exterior" and "individual-collective".
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.
At some point, we’ve all read the accounts in newspapers or on blogs that “human error” was responsible for a Twitter outage, or worse, a horrible accident. Automation is often hailed as the heroic answer, poised to eliminate the specter of human error. This guest post from Steven Shorrock, who will be delivering a keynote speech at Velocity in Barcelona, exposes human error as dangerous shorthand. The more nuanced way through involves systems thinking, marrying the complex fabric of humans and the machines we work with every day.
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 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):
Brain Cycles (Mental Effort)
instead of attempting to motivate people to do something, try providing them with meaning. When you do this you will often find that change comes for free
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.